HUMAN RESOURCE
MANAGEMENT
Introduction
Human Resource Strategy
Human Resource Planning
Recruitment and Selection
Training and Development
Performance Management
Compensation
Employee Benefits
Employee Relations
Career Planning
HUMAN RESOURCES MANAGEMENT
IS ALL ABOUT:
GROUP EFFICIENCY
INDIVIDUAL PERFORMANCE
INDIVIDUAL
EFFECTIVENESS
INDIVIDUAL EFFICIENCY
Doing things the right way
Doing the right
things
Individual Performance – Outputs of a
high 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:
Definition 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

Worker productivity
 Quality improvement
 Downsizing, delayering, decruiting
 Changing workforce
 Globalisation
 Impact of legislation
 Quality of working life (QWL)
 Technology and training
 HIV Aids
Human Resource Strategy

A strategic approach to HRM:
recognises impact of external environment
recognises impact of competition
recognises impact of labour market
dynamics
a long range focus (3 – 5 years)
focuses on choice and decision-making
considers all personnel
is integrated with overall corporate strategy
Strategic Human Resource
Management

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 Planning

HRP as part of strategic organisational
planning
 The impact of good HRP
 Steps in the planning process
Forecasting demand
Estimating supply – skills inventories
Components
of a Human
Resource
Management
System
Recruitment and Selection

Factors that influence recruitment
 Recruitment sources
 Recruitment methods
 Legal considerations
 Factors that influence the selection decision
 Selection Process
 Employment tests
 Checks
The Recruitment and Selection
System
Training and Development

Training
 Development
 Strategic 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 Management

Purpose of Performance Management
 Performance Evaluation
 Legal considerations
 Performance 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)
Compensation

Why compensation?
 Factors influencing compensation
 Elements of total compensation
 Job hierarchies – evaluation systems
 Tenets of dynamic compensation:
Pay is a people issue
Pay is a communication tool
Pay must support vision, values, strategies
Pay must be aligned to a work culture
No single pay strategy is right for everyone
Employee Benefits
of benefits – mandatory
voluntary
Benefit planning
Types
Employee Relations

Addresses the employer-employee
relationship
 Three parties in this relationshipdirectly – employee and employer
indirectly – the state
 Rights of workers
 Rights of management
Career 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
Assignment

Case Study
 5 questions
Examination 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 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 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 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)