Regional Workshop
Organized by CAFRAD
21-25 June 2010 -Tangier –Morocco
Amb (Dr) Mohammad Ahmad Wali
June 2010
Structure of Presentation
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Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Structure of Presentation
1
2
3
4
5
6
7
8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Low Productivity
Low Motivation
Limited Opportunity
Inadequate Remuneration System
Inadequate or Misplaced Training
Lack of Effective Performance Standard
Outdated Management Systems
Inability to fire People
Too few rewards for good performance
Poor Recruitment procedures
Inadequate or Demoralized Management
Underemployment or lack of stimulating work
Slow Promotion
Lack of reward for hard work & initiative
Structure of Presentation
1
2
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5
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8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Utilization of
human resources
to accomplish the
organization’s
objectives as
effectively and
efficiently possible
Managing
employees in
public or private
entities to
achieve
organizational
goals
HRM
Process of
engaging people
into an
organization, their
advancement,
performance and
disengagement
from the
organization.
Structure of Presentation
1
2
3
4
5
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7
8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
UTILIZATION OF HUMAN RESOURCES
• Effective utilization of human resources for achieving
organizational goals
STRUCTURING OF ORGANIZATION
• Planned structuring of the organization to promote and
preserve harmonious relationship among the organizational
members
CONDITIONS FOR HUMAN COMMITTMENT
• Creating condition for human commitment and motivation
to work and loyalty to the organization
PROVIDING THE RIGHT OPPORTUNITIES
• Providing for right kind of opportunities for individual growth
and advancement
HEALTHY INTEGRATION OF GOALS
• Securing a healthy integration of
organizational and individual group goals
DEVELOPMENT OF HUMAN ASSETS
• Planned development of human assets
through training, counseling and even
selective entry and exit policy, on the basis
of scientific monitoring of performance
STRATEGIC PLANNING
• Strategic planning as the new mandate
Structure of Presentation
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9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Provides leadership
Coordinates the
management of
employees
Homogeneity &
Heterogeneity
Conflict resolution
Internal issues
Departmental
responsibilities
External matters
The importance of the
subject is underlined by
the eighth World
Congress on HR 2000,
held in Paris, where a
major theme was the
changing focus of HR
from operational
matters to strategic
considerations.
Structure of Presentation
1
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8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Processes of entry into, advancement within and
exit from the organization:
Job analysis
Ethical
conduct
development
Recruitment
Promotion/
Transfers
Reward
system
Training/
Retirement
Performance
appraisals
Motivation
welfare
protection
Labour
relations
External factors on HR practices
New mandate: strategic planning
Structure of Presentation
1
2
3
4
5
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8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Renewed World of 21st Century:
GLOBALIZATION
The world is becoming borderless and
unfettered by national boundaries
Global production systems are formed and
managed by giant multinational
corporations
UN and the demand for transparency,
accountability, service delivery have
necessitated the need for more competent
personnel to enhance HRM
Poverty issues and infrastructural
inadequacies
Requirement for highly skilled and
competent human resources to be able to
compete within the global system
ICT has produced new world-wide industry
standards in productivity, quality and
efficiency and organizational success is
increasingly dependent upon its successful
application in human resource
management.
Structure of Presentation
1
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9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
African states must adapt to the growing globalization of
the economy
Ensure economic growth and strengthen basic
infrastructures
Modernize administrative structures through grasping
new information and communication technologies
Establish an environment favouring public private
partnership
Supported by a responsible, effective, efficient and
responsive human resource management system.
African states must adapt to the growing globalization of
the economy
Ensure economic growth and strengthen basic
infrastructures
Modernize administrative structures through grasping
new information and communication technologies
Establish an environment favouring public private
partnership
Supported by a responsible, effective, efficient and
responsive human resource management system.
African states must adapt•HR
to the
growing is
globalization
of
strategy
supported
the economy
by information technology
in the form of human
Ensure economic growth
and strengthen
basic
resource
information
infrastructures
systems and workforce
management systems
Modernize administrative
structures
through
grasping
•Success
will
come
from
new information and communication technologies
organizational capabilities
such as speed,
Establish an environment favouring public private
responsiveness, agility,
partnership
learning capacity, and
employee competence.
Supported by a responsible, effective, efficient and
responsive human resource management system.
African states must adapt to the growing globalization of
the economy
Ensure economic growth and strengthen basic
infrastructures
Modernize administrative structures through grasping
new information and communication technologies
Establish an environment favouring public private
partnership
Ideas and Innovation
Supported by a responsible, effective, efficient and
responsive human resource management system.
– Human resources is the ultimate competitive
factor.
African states must adapt to the growing globalization of
– It is a highly complex factor. And a factor that
the economy
needs to be continually monitored, nurtured,
renewed, and developed in order to result in
desired
organizational
performance.
Ensure
economic
growth and
strengthen basic
– HR department would need to assume a central
infrastructures
role in helping organization fulfil its highest-level
strategic and economic objectives.
–Modernize
Successful
organizationsstructures
will be those
thatgrasping
are
administrative
through
able
to quickly
strategy into technologies
action, to
new
information
andturn
communication
manage processes intelligently and efficiently,
to maximize employee contribution and
Establish
an environment
private
commitment;
and to favouring
create thepublic
conditions
for
partnership
seamless change.
Supported by a responsible, effective, efficient and
responsive human resource management system.
Human resource managers and executives can:
INCREASE
PRODUCTIVITY
IMPROVE
COMMITMENT
If an employee is to be productive, three
elements must be in place: employee
competence (ability to work), motivation
(willingness to work), role clarity (clear duties
and responsibilities), retention (willingness to
stay). They mediate the relationship between
HR practices and employee performance
organisational
commitment
has
three
components: A strong belief in and
acceptance of organisational goals and
values (IDENTIFICATION). A willingness to exert
considerable effort on behalf of the
organisation (INVOLVEMENT) and a strong
desire to maintain membership in the
organisation (LOYALTY).
Human resource managers and executives can:
PROVIDE
FOUNDATION
FOR STAFF
MOTIVATION
AND ENHANCED
REMUNERATION
Through effective utilization of HR
practices, thereby putting the
organization in a position of
competitive advantage
Using good HR practices: recognizing staff needs
& expectations, respecting the individual, being
fair in treatment, providing stable employment,
ensuring good working conditions, guaranteeing
opportunities for career progression & personal
development and observing the rules
By constantly seeking ways to use
their resources more effectively and
to improve efficiency to stay
competitive
Human resource managers and executives can:
PROVIDE
FOUNDATION
FOR STAFF
MOTIVATION
AND ENHANCED
REMUNERATION
Achieving
organizational
excellence must be the work of
HR, by creating an entirely new
role and agenda for the field that
focuses it not on traditional HR
activities, such as staffing and
compensation, but on outcomes.
HR should not be defined by what
it does but by what it delivers results
that
enrich
the
organization’s value to customers,
investors, and employees
Human resource managers and executives can:
PRODUCE
TRAINNG
PROGRAMES
(BOTH ON THE
JOB AND OFF
THE JOB) TO
ADDRESS HR
CHALLENGES,
ENABLING
EMPLOYEES TO
BE:
Adaptable to changing situation
Committed to the gaol of the
organization
Motivated to perform beyond
expectation
Skilled/re-skilled to cope with
new technologies and realities
Energetic in their work and are
Good team players
Human resource managers and executives can:
FACILITATE SPEEDY
POLICY
IMPLEMENTATION
UPDATE
PROFESSIONALISM
STRUCTURE
MANAGEMENT
SYSTEM
.
–
Tangier Declaration 1994: Investment in
human resources constituted an essential
basis for the development of Nations and a
principal factor for achieving progress and
welfare.
–
–
Education
Health
Structure of Presentation
1
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5
6
7
8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
SCOPE
Concerned with administrative,
personnel and strategic policy to
personnel function
New mandate for strategic planning:
reducing administrative activities,
through outsourcing of services:
security, staff housing
Interest increasing in HRM knowledge
GOAL
Efficiency and Effectiveness
Productivity
Performance
Implementation
Service Delivery
FOCUS
Outcome
Best Practice
GEOGRAPHY
National to regional to global
ASSET
Shifting from physical assets,
financial capital
and technology
to
intellectual capital
(knowledge, skills and
competence)
Public sector creating enabling environment for itself
Competing with the private sector in the service
delivery
Intense competition in the area of employment
Increased knowledge, skills and competence of
employees
Complete use of ICT in the management of HRS
Effective leadership, regional
and international experience,
computer literacy and the
ability to anticipate and
respond to change as
potentially important factors
contributing to managerial
success in the next decade.
Demographic change,
globalization,
environmental concerns,
and technological
innovation are just a few of
the long-term trends HR
leaders must address.
Future trends will change the face
of organization and the future of
work.
Structure of Presentation
1
2
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5
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7
8
9
Africa’s Concerns about HRM
HRM: What Does It Mean
Objectives and Significance of HRM
Management of Employees
Human Resource Practices
Challenges
Addressing the Concerns of HRM in Africa
Emerging Picture
Reference
Bhattacharya, Mohit 2002. Public Adminstration.
World Press:Kolkata
Bruss, Sonja 2000. Tendencies towards the Strategic
Role of the Human Resource Management Function:
Four Seasons as a Control Sample
Debrah, Yaw A. 2004. Human resource management
in Ghana, in Budhwar, Pawan S. & Debrah, Yaw A.
(Ed) 2004. Human Resource Management in
Developing Countrie. Routledge
Dery, Kristine Frances 2003. How Do Organizations
Align Human Resources Management with
Information Technology? An Exploration Study of Four
Australian Firms. Department of Management,
University of Melbourne
Tessema, Mussie Teclemichael and Soeters, Joseph
L. 2006. Challenges and prospects of HRM in
developing countries: testing the HRM–performance
link in the Eritrean civil service. Int. J. of Human
Resource Management 17:1 January 2006 86–105
Budhwar, Pawan S. & Debrah, Yaw A.
Edited 2004. Human Resource
Management in Developing Countrie.
Routledge
Ulrich, D. (1997), “Judge me more by my
future than by my past”, Human Resource
Arthur, Jr., Winfred; Woehr, David /;
Akande Adebowale; and Strong, Mark H.
1995. Human resource management in West
Africa: practices and perceptions, The
International Journal of Human Resource
Management 6:2 May 1995
Pattern of recruitment in African countries
Promotion, posting and transfer criteria
Measuring performance
Salary classification
Nature of incentives
Condition for disciplinary measures
Process of disengagement from service
How, when and to what extent do HR
practices affect HRM outcomes (HR
competence, motivation, role clarity and
retention)?
How do HRM outcomes in turn affect
employee performance in the context of
African civil service?