Lesson 01
HRM2605
Topic 1
Introduction to human resource management
In the Introduction and orientation, we indicated that the module is composed of three topics. We start
with the first topic, namely Introduction to human resource management, where we will introduce you
to human resource management (HRM). It is important to understand the basics of human resources (HR)
because line managers are mainly responsible for the implementation of HRM practices, policies and
procedures that often pose a great challenge to them.
Topic aim
The aim of this topic is to introduce you to HRM by briefly explaining the concept and context of HRM,
outlining the key HRM functions, explaining the different roles of the HR department and identifying the
challenges facing HR today.
Learning outcomes for topic 1
After completing this topic, you should be able to
1.
demonstrate an understanding of the basic principles of HRM and how
they relate to the duties of line managers
1.1
outline the disciplines that contribute to the field of HRM
1.2
explain essential HRM concepts and theoretical aspects
1.3
explain the business challenges created by a lack of HR-focused line
management
1.4
differentiate between the roles of the line manager and the roles of HR
in the management of HR in the organisation
1.5
suggest possible solutions from a line management perspective to solve
HR-related challenges in the organisation
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1.6
illustrate how the challenges faced by HRM in South Africa create
challenges for the line manager
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Lesson 01
The foundation and challenges of HRM
Contents
1.1
Introduction
1.2
HRM defined
1.3
The HRM context
1.4
HR functions
1.5
Roles and structure of the HR department
1.6
Challenges facing HRM in South Africa
1.7
Summary of topic 1
1.8
Reflection
1.9
Self-assessment
1.10 References
1.11 Additional reading
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The mind map below will be repeated at the beginning of each lesson. The aim of this mind
map is to give you an indication of where you are in the process of working through the study
material. As indicated below (highlighted in red), you are now busy with lesson 01.
Lesson 01: The foundation and challenges of HRM
Topic 1:
Introduction to
Human Resource
Management
Lesson 02: Strategic HR Planning
Lesson 03: Job design and job analysis
Lesson 04: Employee recruitment and selection
Lessons
Topics
Lesson 05: Orientation, motivation and retention
Topic 2:
Human Resource
Management
Functions
Lesson 06: Internal staffing and career management
Lesson 07: Performance management and appraisal
Lesson 08: Training and development
Lesson 09: Managing compensation and benefits
Lesson 10: Health and safety
Topic 3:
Labour Relations
Lesson 11: The union-management relationship,
employee discipline and dismissal
Let us begin with lesson 01. In this lesson, our focus is on the foundation and challenges of HRM.
Please ensure that your prescribed book is open at chapter 1.
It is important to note that you will be assessed on this lesson and chapter 1 in the prescribed book.
It is therefore advisable to read through the lesson, study the relevant sections in the prescribed book
(chapter 1) and complete the activities and self-assessment questions in your own time. In the end, you
will pick the fruits of your hard work.
Learning outcomes
After completing this lesson, you should be able to
•
define essential HRM concepts and theoretical aspects
•
outline and briefly discuss the disciplines that contribute to the field of HRM
•
explain the business challenges created by a lack of HR-focused line management
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HRM2605
•
differentiate between the roles of the line manager and the roles of HR in successfully managing HR
•
suggest possible solutions from a line management perspective to solve HR-related challenges in
the organisation
•
illustrate how the challenges faced by HRM in South Africa create challenges for the line manager
Key concepts
The key concepts for this lesson are as follows:
•
•
•
•
•
•
•
•
Anthropology
Career management
Compensation and
benefits
Health and safety
HR
HR manager
HRM
Internal staffing
•
•
•
•
•
•
•
•
Job analysis
Job design
Labour relations
Line manager
Management
Orientation and
onboarding
Performance management
and appraisal
Political science
•
•
•
•
•
•
•
•
Psychology
Recruitment and selection
Strategic HRM (SHRM)
Social psychology
Social sciences
Sociology
Strategic HR planning
(SHRP)
Training and development
(T&D)
Can you define or explain any of these concepts in your own words? If you cannot define them or are not
familiar with the concept, do a search on the internet to find at least three definitions or explanations of
each concept. Remember to reference the sources you consult.
1.1
Introduction
For any organisation, making the right decisions about its employees is crucial to its success. The
decisions it makes, will have a huge impact on several people given the diversity of the organisation's
workforce and the ever-changing environment in which it exists and operates. The decisions it makes are
furthermore influenced by factors such as the availability of talented employees (or high performers), the
organisation's ability to attract and retain talented employees, the creation of a culture of collaboration,
rewarding emotional intelligence and investing in leadership development.
Source of image
The aim of human resource management,
(abbreviated as HRM) is therefore to ensure that the
organisation can achieve its objectives through people. If
you look closely at the table of contents in the prescribed
book, you will see that the book is divided into several
parts that are closely linked to the main tasks of the HR
manager. These include HR planning, recruitment and
selection, orientation and onboarding, training and
development, performance management, motivation,
remuneration and labour relations.
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You will learn about these HRM functions as you progress through the study material. You have probably
noticed that the lessons are structured according to the table of contents in the prescribed book. You will
thus have a comprehensive overview of the HRM functions after you have completed this module.
You have probably noticed in your work environment that the management of people is not an easy task.
It is influenced and regulated by elements, such as labour legislation, policies and procedures, and rules
and regulations. The employer, employees, human resource (abbreviated as HR) manager and line
manager are required to function within these regulations. After you have studied this module, you will be
able to manage HR efficiently and effectively.
We start by looking at the environment in which the HR manager and line manager operate. In this lesson,
you are introduced to the foundations and challenges of HRM. It is important for HR managers and line
managers to be aware of the environment in which they operate to ensure that the organisation remains
competitive and that the organisational goals are achieved.
A line manager is responsible for overseeing other employees and the operations of
the organisation while reporting to a higher-ranked manager. The term “line manager”
is often used interchangeably with “direct manager”.
For more information on the role and responsibilities of the line manager in an organisation, click on the
link below.
Who are line managers? What is their role in employee management?
Let us begin with a definition of HRM.
1.2
HRM defined
Before we start with an explanation of what the concept of HRM entails, think about the following: Does
the company where you work have an HR department? If so, what does this department do? If you are
currently not employed, discuss this with a family member or a friend.
Study the section below.
In today’s competitive environment, HRM must add value to the organisation and its employees.
Successful organisations are not only measured in terms of their profits, but also the extent to which they
satisfy their customers, provide meaningful workplaces, create new employment opportunities, protect the
environment and have an impact on the community. For these reasons, “people issues” or HRM is very
important.
Originally, HRM fulfilled mainly an administrative role. However, with the evolution of technology and
human resource information systems (HRIS) many routine HR activities are now automated, allowing HR
professionals to concentrate on activities that make a real difference to the organisation. People should
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no longer be employed simply to fill vacant positions or trained just because the organisation pays a skills
levy. Today, every HR activity must be done purposefully and aimed at achieving the organisation’s goals
and objectives. This means that the right people with the relevant skills, knowledge and abilities must be
sourced and appointed; new employees must function optimally right from the start; to maintain levels of
excellence, a supportive environment and positive employee experiences must be created; and
exceptional talent must be retained. To achieve all this, HR must be effective and efficient in what is does.
HRM encompasses all the processes, methods, systems and procedures employed to
attract, acquire, develop and manage human resources to achieve the goals of the
organisation.
Source of image
In simple terms, HRM is a strategic approach to effectively managing people in an organisation so that the
organisation gains a competitive advantage.
The main purpose of HRM is to ensure that organisations achieve success through people. HRM therefore
aims to increase organisational effectiveness and its capability to achieve its goals by using the resources
available. From this perspective, HRM is defined as a strategic, integrated and coherent approach to the
employment, development and wellbeing of people.
Study “Strategic Human Resource Management” in chapter 1 in the prescribed
book.
Can you see that the management of HR is strategic? What does it mean? Do an internet search to find
at least three definitions or descriptions of the concept of strategic human resource management.
According to Baird and Meshoulam (1988), an organisation’s objectives are achieved when HR practices,
procedures and systems are developed and implemented based on the organisation’s needs. That is,
when a strategic perspective to HRM is adopted. Strategic HRM (SHRM) is, therefore, an approach that
defines how the organisation’s goals will be achieved through people by means of HR strategies and
integrated HR policies and practices.
Strategic HRM (SHRM) concentrates on integrating all HR policies with one another
and with the overall strategy and direction of the organisation.
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Table 1.2 in the prescribed book summarises the difference between the SHRM approach and the
traditional HRM approach, while figure 1.2 illustrates a model of SHRM. Ensure that you are able to
differentiate between the strategic and traditional approaches of HRM and explain the model of SHRM.
Activity 1.1
Read the scenario below and then answer the questions that follow.
Faizel Naidoo is the HR manager of a medium-sized organisation, which manufactures
and sells various health products. Faizel has been in the HR business for more than
20 years and has been the HR manager at this particular organisation for 20 years. It
is therefore understandable that Faizel feels that she is an expert in handling all
possible HR-related issues. In fact, she claims that she is able to ensure that the
people employed by her organisation remain happy, productive and loyal and are
always utilised to their full potential.
Up to now, the organisation has operated in a relatively stable environment and has
also not grown substantially. Consequently, there was never a need for Faizel to plan
ahead to manage the organisation's human resources effectively. Most employees in
the past stayed with the organisation and some even stayed until their retirement age.
In the past, whenever a problem cropped up, Faizel made sure that she dealt with it
immediately.
However, this scenario has changed dramatically. With the current worldwide trend to
a healthier lifestyle, the demand for health products and foods has increased
substantially. What is interesting is that the products Faizel's organisation
manufactures are the most sought after. Suddenly the organisation cannot cope with
the increased demand – it is not producing enough products and most employees are
putting in 12-hour to 15-hour shifts. As a result, employees are feeling exhausted and
frustrated. This situation cannot continue for much longer because the current staff
compliment can only do so much. In addition, Faizel has to take the legislation into
account. For the first time in her career, Faizel does not know what to do.
Questions
1.
Do you think Faizel did something wrong? If so, what?
2.
Do you think Faizel has neglected to do something? If so, what?
3.
Do you think Faizel can solve her current problems? (Think about short-term,
reactive solutions versus long-term, proactive solutions.)
Activity feedback
You probably agree that most of Faizel's problems could have been avoided if she
had not become so set in her (reactive) ways, but instead had planned ahead
(proactive). She would then have been prepared for most of the HR-related changes
that have taken place in her organisation. If you look at Faizel's way of doing things
and "Strategic Human Resource Management" in chapter 1 in the prescribed book,
you probably agree that Faizel is still living in the past. She has not yet realised that
the HR function and the organisation's strategies are compatible and that the HR
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manager and line managers can help to put these strategies into action. Faizel must
realise that the organisation's employees cannot simply be kept happy, satisfied and
productive (reactive) without taking external trends into consideration and realigning
all HR activities with the organisation's mission and strategies (proactive). This is
called strategic human resource management (SHRM) and is implemented by
executing various HR activities. In addition, Faizel should realise that good HR
managers must be aware of and keep themselves informed about current HR issues
and challenges, both locally and internationally. In a nutshell, by managing her HR
strategically, someone in Faizel's position should be able to ensure that the right
people are in the right positions at the right time with the right skills and the right
attitudes.
In the next section, we focus on the HRM context.
1.3
The HRM context
Study the section below.
The HRM context is very broad and incorporates theories and practices from various scientific disciplines.
According to Nel and Werner (2018), the HRM context is linked to the study of management, psychology,
sociology, social psychology, political science, anthropology and social sciences. The descriptions of these
disciplines and their contribution to HRM are briefly summarised in table 1.1.
Table 1.1: Scientific disciplines that contribute to HRM
Discipline
Management
Psychology
Description
Management is defined as the process
followed by managers to accomplish an
organisation’s goals and objectives.
Managers get things done through other
people; they make decisions, allocate
resources and direct the activities of
others to attain goals (Robbins, Judge &
Timothy, 2017).
Psychology is defined as the study of
human behaviour and sometimes
changing the behaviour of people
(Robbins et al., 2017).
Sociology
Sociology studies human societies, their
interactions and processes that preserve
and change them.
Social psychology
Social psychology is the scientific study
of how individuals’ thoughts, feelings and
9
Contribution to HRM
The focus of HRM is on managing
people.
Psychology contributes to HRM through
learning,
training,
motivation,
personality, interpersonal relationships,
job design, employee selection and work
stress, to name just a few.
Its contributing areas are group
dynamics, communication, conflict,
intergroup
behaviour,
diversity,
organisational
change
and
organisational culture.
Its contributing areas are behavioural
change, attitude change, work teams,
Lesson 01
Discipline
Political science
Anthropology
Social sciences
HRM2605
Description
behaviours are influenced by the
presence of others (Allport, 1985).
Political science deals with the system of
governance, and includes the analysis of
political activities, political thoughts,
associated constitutions and political
behaviour (Lexico, 2020).
Anthropology is the scientific study of
humans,
human
behaviour
and
societies.
Social sciences refer to the study of
humans and their behaviour and are
divided into two fields of study:
organisational behaviour and HRM.
Contribution to HRM
power, social communication, conflict
and cooperation among people.
Its contributing areas are workplace
politics, labour relations, the union–
management relationship and power.
Its contributing areas are organisational
culture,
comparative
values
and
attitudes, cross-cultural analysis and
diversity.
HRM focuses more on HR functions,
such as HR planning, recruitment and
selection, performance management,
remuneration and safety; whereas
industrial
and
organisational
psychologists are more concerned with
organisational behaviour. They are
interested in topics concerning employee
motivation, personality, behavioural
change, attitude change and intergroup
behaviour, to name just a few.
Source: Author’s own compilation
You will learn more about the various HR functions in the next section.
1.4
HR functions
Study “Human Resource Functions” in chapter 1 in the prescribed book.
After you have studied this section in the prescribed book, you will see that HRM comprises several
functions (or activities) that are assigned to the HR department, either exclusively or in conjunction with
other departments in the organisations. As mentioned before, line managers are often responsible for the
implementation of the HRM practices, policies and procedures developed by the HR department. You will,
however, learn more about the role of the line manager in managing HR as we progress with the study
material. For now, let us briefly summarise the main HR functions that you will come across in the module.
Table 1.2: HR functions summarised
HR function
Strategic HR planning (SHRP)
(chapter 4)
Job analysis
(chapter 5)
Description
SHRP is a process that identifies the current and future HR needs for
an organisation to achieve its goals. SHRP serves as an important link
between HRM and the overall strategic plan of the organisation.
Job analysis determines the skills and abilities required to perform a
specific job. Various job analysis techniques are used to draft a job
description and job specification.
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HR function
Job design
(chapter 5)
Recruitment and selection
(chapter 6)
Orientation and onboarding
(chapter 7)
Internal staffing
(chapter 8)
Career management
(chapter 8)
Performance management and
appraisal
(chapter 9)
Training and development (T&D)
(chapter 10)
Compensation and benefits
(chapter 11)
Health and safety
(chapter 12)
Labour relations
(chapter 13)
HRM2605
Description
Job design determines how work is performed. The tasks employees
perform on the job and the variety of tasks, difficulty level and autonomy
of the job greatly affect job satisfaction and productivity.
Recruitment requires the HR specialist to acquire a pool of available
and qualified candidates. Selection, on the other hand, involves
choosing a candidate, who is best suited for a position. The recruitment
and selection functions are some of the most critical functions in HR,
because an organisation’s effectiveness depends on its employees.
Orientation is the process of integrating employees into the
organisation so that they can become effective members of the
organisation as soon as possible. An orientation programme will
improve the employees’ job satisfaction, loyalty and organisational
commitment, reduce labour turnover and ensure that employees
understand how they fit into the organisation.
Internal staffing is the movement of employees from one post to another
within an organisation. Internal staffing moves include promotions,
demotions, transfers and layoffs, to name just a few.
Career management involves integrating organisational staffing needs
with the individual’s career goals and aspirations. By developing career
plans, organisations can gradually prepare employees to progress in
their careers and offer opportunities for promotion.
Performance management is the process of identifying, measuring,
managing and developing the performance of employees. Performance
appraisal, on the other hand, is the ongoing process of evaluating
employee performance. Performance-related feedback is one of the
most important methods for enhancing employee development and
improving individual performance.
T&D is important for achieving organisational objectives. Through T&D,
employees gain skills, abilities, knowledge and attitudes that help them
perform more effectively.
Compensation is what employees receive in exchange for their
contribution to the organisation. Organisations can offer both intrinsic
and extrinsic rewards to compensate employees.
Organisations should, according to the Occupational Health and Safety
Act, create a safe and healthy work environment. Organisations could
further implement various employer healthcare programmes, such as
employee assistance and wellness programmes, to aid employees.
Management and employees have different interests, objectives and
needs. Conflict in the workplace is therefore inevitable. However,
parties also have common interests of which the most important is the
continued success of the organisation. It is thus essential for
organisations to find ways of overcoming differences and to create a
work environment where all parties and their contributions to the
success of the organisation are valued and cooperation is emphasised.
It is therefore essential to form good relationships with employees and
trade unions and create ways of dealing with discipline and grievance
problems.
Source: Author’s own compilation
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In summary, HR functions are the tasks performed in all organisations to provide support and bring
together human resources (or employees). They include various activities that affect all areas of the
organisation.
Activity 1.2
Watch the following video and then answer the question that follows: Introduction to
the key HR functions
Briefly discuss the cycle of HRM by identifying and briefly summarising the HR
functions discussed in this video. Use a table or mind map to structure your answer.
Activity feedback
Several HR functions were identified and briefly discussed in this video. Were you
able to identify and summarise them all? Did you see how the functions are intertwined
and create a cycle of managing people effectively?
The HR functions discussed in this video include workforce analysis, job analysis and
design, recruitment and selection, orientation and onboarding, performance
management, training and development, compensation and rewards, health and
safety, diversity management, labour relations, human resource information systems
(HRIS) and organisational development.
The next section addresses the roles and structure of the HR department.
1.5
Roles and structure of the HR department
Before we continue with the theory in the prescribed book, watch the YouTube videos at the weblinks
below, which illustrate the typical day of an HR professional.
Human Resource Roles
The role of HR has evolved: Meet the 21st-century HR leader
Have you noticed the number of different roles that HR professionals fulfil to ensure that organisations
function optimally? These roles include creating and implementing HR policies, offering advice to line
managers, providing services and controlling activities to ensure that employment legislation and HR
policies are being followed. In addition, it is usually HRM’s responsibility to design and maintain effective
communication flows. These roles are summarised in the section entitled “HR Department Roles” in the
prescribed book.
Study “HR Department Roles” and “The Structure of the HR Department” in
chapter 1 in the prescribed book.
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By now you should have realised that the main responsibility of HRM is to maximise employee productivity
by optimising the effectiveness of the employees. This responsibility is, however, shared by the HR
department and line manager. As a line manager, you will soon realise that you play a central role in HRM.
Line managers are now, for example, responsible for HR-related tasks such as conducting performance
appraisals, interviewing candidates for employment and making salary increase recommendations. As this
module was designed for line managers, emphasis will be placed on the role of the line manager in HRM.
We will therefore discuss the roles and functions of HRM and how line managers interact with them.
Activity 1.3
Identify an organisation with an HRM department and describe the current role of the
HRM function in the organisation.
Based on the theory discussed in this lesson and chapter 1 in the prescribed book,
formulate a set of questions that you will ask to determine the current role of the HR
department. Set up a meeting to interview the HR manager or director. Analyse their
responses and describe the current role of the HRM department in the organisation.
Critically evaluate the current role and, where necessary, make recommendations for
improvement.
Activity feedback
Responses to this activity will differ depending on the size of the organisation you
have chosen. Remember, the HR function in each organisation is unique to that
organisation. The activities included in the HR department will thus vary from
organisation to organisation. However, in completing this activity you could have used
the structure of the HR department, roles and responsibilities and HR functions
discussed in this lesson and corresponding chapters in the prescribed book to develop
interview questions. You could have started the interview by asking the HR manager
or director to explain the structure of the HR department. In other words, does the
department have support/administrative, professional and managerial staff and what
do their roles entail? Are specific managers/employees assigned to each HR function?
Which HR functions is the department responsible for? You could have used table 1.2
in this lesson to structure your questions or used the HRM model (figure 1.3) in the
prescribed book as a checklist to explore the HR functions further. After determining
which activities the HR department is responsible for, you could have obtained more
information about the employees’ roles and responsibilities within these functions.
You could have used section 1.5 (“HR Department Roles”) in the prescribed book to
develop specific questions. Lastly, you could have asked the HR manager or director
to explain the line managers’ involvement and obligations in terms of HR. Are they
involved in developing HR policies and procedures or do they merely implement them
in their respective departments? In which HR functions are they involved and what do
their responsibilities entail? There are many more questions you could have asked.
After you have analysed the feedback and compared it to the theory in your study material, you could
make recommendations for improvement.
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1.6
HRM2605
Challenges facing HRM in South Africa
Study “Current Issues and Challenges” and “Challenges Facing HR Managers
in the Twenty-First Century” in chapter 1 in the prescribed book.
Organisations do not operate in a vacuum and are influenced by many factors in the external environment.
Factors, such as increasing electricity and petrol prices, new technology, global warming, climate change,
global pandemics (such as COVID-19) and customer preferences, influence what organisations do and
how they respond to these challenges. Organisations cannot ignore these challenges and need to respond
adequately and timeously to them.
The HR department must understand the changes in the external environment and how it will affect the
organisation and the HR function, and in turn develop HR strategies that will help the organisation respond
optimally and creatively. Currently, organisations are concerned with employee productivity, improving
quality, lay-offs, the changing workforce, the global economy, the impact of government, quality of working
life, technology and training, to name just a few.
You may now complete activity 1.4.
Activity 1.4
Conduct a search on the internet using any search engine, like Google or Yahoo, to
find information about the HR challenges that organisations face in the 21st-century
world of work.
Use keywords such as “HR challenges in the 21st century”, “common HR challenges”
and/or “HR problems at work”. Summarise your findings in a paragraph or two. What
is the biggest HR challenge that organisations currently face? How could the HR
department and line managers assist in mitigating these challenges?
Activity feedback
To complete this activity successfully, you had to conduct a Google or Yahoo search
to find relevant information on HR challenges that organisations face in the 21stcentury world of work. You then had to summarise the major challenges and explain
how the HR department and possibly the line manager could assist the organisation
in mitigating or reducing these challenges.
1.7
Summary of topic 1
In this topic, we introduced you to HRM and, more specifically, the environment in which HR operates.
Today, several critical issues affect HR managers and line managers in South Africa, for example,
improving employee productivity through HR programmes, policies and techniques remains a challenge.
Increasing the quality of work life is the goal of many organisations, and programmes such as redesigning
jobs have been implemented to enhance the quality of work life. Hiring and motivating today’s workforce
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is another HR challenge. Innovative HR programmes must meet the needs of a diverse workforce, while
enabling the organisation to compete successfully in the global economy and realise its overall goals. HR
managers and line managers must also keep up with the different needs and the different generations in
the workplace and how they communicate. An HR department that is effective and efficient is thus required
to mitigate these challenges.
As you have learnt in this lesson, HRM is a very broad field of study and is aimed at maximising the value
of people in organisations. People are an organisation’s most valuable asset because they bring creativity
and innovation to the organisation (Nel et al., 2018). Without people to do the work, nothing can happen.
The organisation cannot achieve its goals and remain competitive. The role of HRM is therefore to develop
HR policies and procedures, offer advice to line managers and ensure that legislation and the HR policies
are adhered to. These HRM policies, procedures and practices affect the attitude, behaviour and
performance of people in an organisation to make them satisfied and committed to achieving the
organisation’s objectives. HR functions are the tasks performed in organisations to provide support and
coordinate human resources. These functions include HR planning, job design and analysis, recruitment
and selection, orientation and onboarding, internal staffing and career management, performance
management, training and development, compensation and labour relations.
In conclusion, HR ensures that the organisation achieves its strategic goals and remains competitive
through the effective management of people.
1.8
Reflection
Before you continue to the next lesson, reflect on the following questions:
1.
Would you be able to explain the concept of HRM?
2.
Would you be able to explain the disciplines that contribute to the field of HRM?
3.
Would you be able to differentiate between the roles of the line manager and the role of the HR
department in the management of HR in an organisation?
4.
Would you be able to demonstrate the HR challenges that organisations face in the 21st-century
world of work?
5.
Where do you think you would be able to use the skills you learned in this lesson in your professional
life?
6.
What did you find difficult in this lesson? Why do you think you found it difficult?
7.
Do you understand it now, or do you need more help? What will you do about it?
8.
What did you find interesting in this lesson? Why?
9.
How long did you take to work through this lesson? Are you still on schedule, or do you need to
adjust your study plan?
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1.9
HRM2605
Self-assessment
At the end of each lesson, you will be able to access several self-assessment
questions aimed at testing your knowledge of the subject matter discussed in the
lesson. Try to answer these questions without referring to the study material. It is
important to note that these self-assessment questions will not contribute towards your
final mark for the module. They are simply intended to give you an indication of your
general level of knowledge and understanding of the subject matter. If you struggled
to answer the questions, it is suggested that you work through the lesson again before
proceeding to the next one. If you answered the questions with ease, feel free to
continue with the next lesson.
Question 1
Explain the concept of HRM in your own words. In your discussion you should include a definition, as well
as the purpose and importance of HRM.
Question 2
Distinguish the strategic approach to HRM from the traditional approach to HRM.
Question 3
Discuss the scientific disciplines that contribute to HRM.
Question 4
Identify the HR function that is described in each of the following scenarios:
4.1
Abigail, an HR officer at a large consulting firm in South Africa, is tasked with ensuring that the
company’s goals are translated into HR objectives and that the company is neither overstaffed nor
understaffed so that the right employees with the appropriate talents, skills and desires are available
to carry out the tasks in the right jobs at the right time.
4.2
Khatoon, an HR intern at ABC bank, is responsible for determining how work is performed, how
much authority an employee has over their work and how many tasks the employee is required to
complete.
4.3
John, the HR manager at XYZ communications, is in the process of compiling an employee
handbook for the new employees who will be joining the company on 1 June. The handbook consists
of the policies, procedures and expectations that will guide the employees on their first day.
4.4
Shani is evaluating the performance of her subordinates to determine if they are performing the
duties for which they were employed in an effective and satisfactory manner.
4.5
Thomas, an HR officer at a large manufacturing company, is responsible for the processes that
involve planning, designing, developing, implementing and evaluating interventions in the
organisation.
Question 5
Are line managers also responsible for HR activities or is it the sole responsibility of the HR manager?
Provide a brief discussion to motivate your answer.
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Question 6
Read the following case study and then answer the questions that follow.
New beginnings
After completing his BCom Marketing and Retail degree at the University of South Africa, Simon joined a
marketing company called Marketing Dynamics. Simon really has a lot of potential and his manager, Sizile,
realises this very soon. Although he is still inexperienced, she exposes him to a variety of aspects related
to the organisation and their section, and he soon finds himself in a position where he has to take
responsibility for their section during times when Sizile is not around. Everything goes well until one
morning when he receives news that Sizile was in a terrible car accident and has been hospitalised. The
chief executive officer (CEO) of the company approaches Simon and asks him to act as the manager in
his section until Sizile is able to return to work. Although he has acted as the manager before, Simon has
never been tasked with Sizile’s full responsibility.
That evening he arrives home and tells his wife: “You will never guess what happened yesterday! Sizile
was in a terrible car accident and she has been hospitalised. The CEO has asked me to take over her
responsibilities during her absence.” His wife, Thandi, replies: “Wow! Despite Sizile’s accident, this is a
wonderful opportunity for you”. Simon smiles and thanks Thandi for her good wishes, but secretly he is
rather anxious and thinks to himself “what if I mess up or if I am confronted with a situation that I cannot
handle?”. His colleague, Zamier, visits him later that evening and Simon discusses the new situation with
him. Zamier puts his mind at ease: “Remember that you can call on the HR department to deal with all the
employee issues. It is not your responsibility as a line manager to deal with the HR issues.” Simon feels a
bit less anxious and as Zamier leaves he goes to bed hoping for a good night’s rest. Simon accidently
hears Thandi’s comment to a friend that he does not agree with at all: “Simon is in for a rude awakening.
If he wants to be a line manager, he must take all the responsibility that goes with it. There will definitely
be HR matters that he has to deal with and he cannot shove this responsibility onto HR”.
Source:
Adapted from Human resource management in South Africa, Wärnich, Carrell, Elbert and Hatfield, © 2018, Cengage
Learning EMEA. Reproduced by permission of Cengage Learning EMEA.
6.1
Comment on Thandi’s last statement: “Simon is in for a rude awakening. If he wants to be a line
manager, he must take all the responsibility that goes with it. There will definitely be HR matters that
he has to deal with and he cannot shove this responsibility onto HR.” Do you agree with her or not?
Substantiate your answer with a motivation.
6.2
Explain the typical HR-related aspects that Simon may have to deal with during Sizile’s absence.
6.3
A few weeks after Simon has taken up his new role, he asks Zamier to help him with a report. The
CEO wants to restructure the company and he has asked for inputs from all the line managers in the
company to improve support to line managers. He wants to compile a document that includes typical
HR-related matters that line managers must deal with and the challenges they have experienced.
Simon finishes most of the report and asks Zamier for input. They phone you for help. During the
conversation you identify the following aspects you think Simon should also include: policies and
procedures, training on conducting performance appraisals, communication and labour relations.
Help Simon to include these in his report. Remember to do this from a line manager’s perspective
and include how the HR department should provide support in each case.
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Question 7
South African organisations must be competitive yet also address a range of HR issues or challenges.
Summarise the most critical challenges facing HR professionals today.
Feedback
Question 1
The answer to this question can be obtained from section 1.2 in this lesson.
To answer this question satisfactorily, you had to explain the HR concept in detail, but in your own words.
You had to include a definition of HRM, explain its main purpose (i.e. to ensure that the organisation
achieves its strategic objectives through the effective management of its people) and the importance of
having an HR department by briefly outlining its roles and responsibilities towards the organisation.
Question 2
The answer to this question can be obtained from “Strategic Human Resource Management” in the
prescribed book.
You had to differentiate (i.e. explain the differences) between SHRM and traditional HRM. These
differences are summarised in table 1.2 in the prescribed book.
Question 3
The answer to this question can be obtained from section 1.3 (table 1.1) in this lesson.
You had to discuss the scientific disciplines that contribute to HRM. Eight disciplines were identified and
briefly summarised in table 1.1. These include the study of management, psychology, sociology, social
psychology, political science, anthropology and social sciences.
Question 4
The answer to this question can be obtained from section 1.4 in this lesson and the section entitled “Human
Resource Functions” in the prescribed book.
You had to identify (or name) the HR functions that are described in the scenarios. Abigail is, for example,
busy with strategic HR planning (SHRP) because she is determining the current and future HR needs
for the organisation to ensure that it is neither overstaffed nor understaffed. Khatoon, on the other hand,
is busy with job design; John is responsible for orientation and onboarding; Shani is conducting a
performance appraisal; and Thomas is responsible for training and development (T&D).
Question 5
The answer to this question can be obtained from sections 1.4 and 1.5 in this lesson, as well as the
sections entitled “Human Resource Functions”, “HR Department Roles” and “The Structure of the HR
Department” in the prescribed book.
The responsibility of performing the HR function does not reside only in the HR department. All managers
at all levels of the organisations share responsibility. For example, the line manager normally interviews
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job applicants, orientates new employees, trains and develops current employees, and evaluates their
performance. In larger organisations, the HR department designs HR policies and procedures and the line
managers implement them. Can you think of more functions that are shared between the HR department
and other departments in the organisation?
Question 6
The answer to this question can be obtained from sections 1.4 and 1.5 in this lesson, as well as the
sections entitled “Human Resource Functions”, “HR Department Roles” and “The Structure of the HR
Department” in the prescribed book.
This is the first, but not the last, case study that you will analyse in this module. The purpose of a case
study is to assess whether you can apply knowledge by analysing a situation, synthesising a report on the
facts, assessing alternative courses of action and making decisions as to the “best” solution to a problem.
A particular case is seldom straightforward and there is not necessarily one correct or best answer. There
are usually grey areas involved and there may be several causes of, and solutions to, the problem. Your
task is to analyse the situation and suggest solutions based on sound theory and facts, and not on
subjective opinions. You need to “read between the lines” to try and understand the finer issues, but do
not make assumptions and impose your own facts on the case.
Before you answer the questions, make sure you identify and understand the key issues. Give practical
examples from the case study (in your own words) to justify your answers. In your answers to the
questions, you should be able to demonstrate clear and logical thought processes about the issues and
show that you are able to apply the theory in this module.
Now that you know what the purpose of the case study is, let us answer the questions of the current case
study:
Firstly, Thandi’s last statement is not entirely true. As you have already learnt in this lesson, all managers
at all levels in the organisation share in the HR responsibility. Secondly, Simon (as the acting marketing
manager) will be responsible for several HR activities during Sizile’s absence. He will, for example, be
responsible for the implementation of the HR policies and procedures, because he is now responsible for
the day-to-day supervision of the employees. He will probably also have to interview new job applicants,
orientate new employees, train and develop new and current employees, evaluate job performance and
discipline employees, to name just a few.
Question 6.3 is quite straightforward as it requires you to briefly discuss the aspects that Simon should
include in his report from a line manager’s perspective. You could, for example, have explained that
although HR is responsible for the design of HR policies and procedures, line managers need to provide
input about matters they struggle with and ultimately implement the policies and procedures in their
departments to ensure that the employees function efficiently and effectively. Policies that line managers
would often deal with include recruitment and selection, discipline, labour relations, performance
management, training and development, and so forth. You had to do the same for the other three aspects
that you identified.
Question 7
The answer to this question can be obtained from section 1.6 in this lesson, as well as the section entitled
“Current Issues and Challenges” and “Challenges Facing HR Managers in the Twenty-First Century” in
the prescribed book.
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To answer this question satisfactorily, you had to summarise the challenges that the HR profession faces
in the 21st century. These challenges include managing employee productivity, workplace flexibility, quality
of working life and diversity, improving quality, lay-offs, the changing workforce, the global economy, the
impact of government, technology and training, to name just a few. Were you able to identify and briefly
discuss these challenges in your own words?
1.10
References
If you want to cite this lesson in your assessments, you may cite it as follows:
According to Du Plessis (2021), …
OR
… (Du Plessis, 2021).
Then include the following source in your list of references:
Du Plessis, M. 2021. Human resource management for line managers (HRM2605), Lesson 01. Pretoria:
University of South Africa.
Remember, in the Department of Human Resource Management, we use the Harvard referencing style.
Comprehensive guidelines on this referencing style are available from the Department of Human Resource
Management’s Library Guidelines.
The following sources were cited in this lesson:
Allport, G.W. 1985. The historical background of social psychology, in The handbook of social psychology,
edited by G. Lindzey & E. Aronson. New York: McGraw Hill.
Baird, L. & Meshoulam, I. 1988. Managing two fits of strategic human resource management. Academy of
Management Review, 13(1):16–28. https://doi.org/10.2307/258359 [accessed on 26 April 2021].
Investopedia. 2021. What is a cost-benefit analysis? New York: Dotdash. Available from:
https://www.investopedia.com/terms/c/cost-benefitanalysis.asp [accessed on 26 April 2021].
Lexico.
2020.
Political
science.
Oxford
University
Press.
Available
https://www.lexico.com/definition/political_science [accessed on 26 April 2021].
from:
Nel, P., Werner, A., Botha, C., du Plessis, A., Mey, M., Ngalo, O., Poisat, P. & van Hoek, L. 2014. Human
resource management. 9th ed. Cape Town: Oxford University Press.
Robbins, S.P., Judge, T.A. & Timothy, A. 2017. Organizational behavior. 2nd ed. UK: Pearson.
Wärnich, S., Carrell, M.R., Norbert, F. & Hatfield, R.D. 2021. Human resource management in South
Africa. 7th ed. UK: Cengage.
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1.11
HRM2605
Additional reading
You may find the following sources interesting if you would like to learn more about the topics discussed
in this lesson:
Dhanpat, N., Buthelezi, Z.P., Joe, M.R., Maphela, T.V. & Shongwe, N. 2020. Industry 4.0: The role of
human resource professionals. South African Journal of Human Resource Management, 18(1):1–
11. https://0-doi-org.oasis.unisa.ac.za/10.4102/sajhrm.v18i0.1302
Erasmus, B., Schenk, H., Mulaudzi, M. & Grobler, A. 2019. South African human resource management:
theory and practice. 6th ed. Cape Town: Juta.
Kokt, D. 2020. Human resource management in the new world of work. Pretoria: Van Schaik.
Meyer, M. & Krüger-Pretorius, E. 2018. Introduction to human resource management. Pretoria: Van
Schaik.
Nel, P., Werner, A., Botha, C., du Plessis, A., Mey, M., Ngalo, O., Poisat, P. & van Hoek, L. 2014. Human
resource management. 9th ed. Cape Town: Oxford University Press.
Schultz, C.M. 2020. Line managers’ perceptions of organisational performance, analytical skills, future
workspace and employment relations: a demographic analysis. Journal for New Generation Science,
18(1). https://0-hdl-handle-net.oasis.unisa.ac.za/10520/EJC-208e329921
We have now concluded lesson 01. In the next topic, we will discuss the HR functions identified
in section 1.5 in more detail, starting with strategic HR planning (SHRP) in lesson 02.
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