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It is proposed that we take human resource management to be that part of management
concerned with:

2. All the decisions, strategies, factors, principles, operations, practices, functions,
activities and methods related to the management of people as employees in any type of
organisation (including small and micro enterprises and virtual organisations);
All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it (including in the realisation of the potential of individual
employees in terms of their aspirations);
All aimed at adding value to the delivery of goods and services, as well as to the quality
of work life for employees, and hence helping to ensure continuous organisational
success in transformative environments.

The scope of human resource management outlined below includes an outline of
transformation and development issues, tentative generic skills required in performing
HRM roles, as well as the roles of a human resource and HRM professionals). With
regard to the latter, the assumption is made that roles are inter-linked and management
practitioner (line management interdependent, even though these relationships may not
be expressly stated in each case.
Transformation and development issues

· · Knowledge management which entails accumulating & capturing

· · Knowledge in large organisations for future application & use (organisation

· · Reconciliation management

· · Work creation as opposed to job creation

· · Manage the transfer of HRM functions and skills to line management

· · Marketing of HRM to line management

· · Development of contextual approaches to HRM

· · Multi-skilling and /or multi-tasking

· · Increased societal responsibility

· · Managing people in virtual work environments

· · Focus on deliverables rather than doables

and are open for comment.· · Develop additional means of assessing HRM · · Appreciation and assessment of intellectual capital · · Take HRM from a business partner to a business itself / Managing HRM as a business unit · · Adviser / consultant to line management Supportive generic skills This is not intended to be final outline of human resource skills but the following have emerged during the process as important skills for human resource practitioner to possess. . The titles of the clusters are tentative. These are: · · Project management · · Consulting skills · · Entrepreneurship · · Self management · · Communication skills · · Facilitation skills · · Presentation skills · · Skills for transforming groups into self-directed mutually controlled high performing work teams · · Trans-cultural skills · · Mediation & arbitration skills · · Financial skills · · Problem-solving · · Diagnostic skills Core roles in Human Resource Management The core roles of human resource management are grouped below into four categories.

Act as the conscience of employer with respect to people issues. Manage the interface between HRM processes and systems. Integrate Human Resource Management with general organisational management.§ § PLANNING AND ORGANISING FOR WORK. Provide tools and tactics to enhance execution of these strategies Integrate HRM with current and pending legislation and socio-political changes. And business strategy. . PEOPLE AND HRM § § Strategic perspective § § Organisation design § § Change management § § Corporate Wellness management § § PEOPLE ACQUISITION AND DEVELOPMENT § § Staffing the organisation § § Training & development § § Career Management § § Performance Management § § Industrial relations § § ADMINISTRATION OF POLICIES . PEOPLE AND HRM STRATEGIC PERSPECTIVE Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. PLANNING AND ORGANISING FOR WORK. PROGRAMMES & PRACTICES § § Compensation management § § Information management § § Administrative management § § Financial management UNPACKING ROLES The roles listed above are now described in terms of broad functions. Formulate and communicate HRM policies. activities and outcomes to illustrate more or less what the descriptions will look like once the Standard Generating Groups begin to work with each role in detail.

Facilitate changed relationships. each of the functions of this role is further unpacked in terms of activities. Assess the long-term impact of short-term decisions on people. Manage people related issues accompanying mergers. Express (embody) the philosophy and values regarding people management in the organisation. · · Identify areas of need. Human Resource Planning (linked to strategic perspective) ·  Determine long-term human resource needs. · · Decide on the use of job analysis information. Recommend options for organisational design & structure. · · Decide on the sources of job analysis information. Co-ordinate & facilitate the change process. Provide support structures for employees during change.Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein. · · Assess current resources. CHANGE MANAGEMENT Advise management on implications of change for employees. Determining requirements of jobs · · Appoint a representative committee with the task of conducting the job analysis. alliances and acquisitions. ORGANISATIONAL DESIGN Analyse work processes and recommend improvements where necessary. . CORPORATE WELLNESS MANAGEMENT Develop and communicate policies and procedures with regard to the management of wellbeing Manage occupational health and safety Manage wellbeing (Employee Assistance programs & Health Promotion programs) PEOPLE ACQUISITION AND DEVELOPMENT STAFFING THE ORGANISATION As an example. Deliberate and proactive management of the changing environment and its implications for work and the organisation.

· · Based on the outcomes of the job analysis. personnel agencies & advertising) · · Engage in recruitment. · · Decide whether recruitment will take place externally or internally. Selection of human resources · · Develop and implement selection strategy in line with relevant legislation.· · Decide on the method for job analysis. · · Validate selection tools in line with legislation. · · Provide selection short list for line management to make a decision. Management of termination · · Advise management regarding the strategic implications of terminating employment relationships. · · Review the information. write job descriptions and job specifications Recruitment of staff for the organisation · · Develop & implement recruiting strategy bearing in mind relevant legislation. · · Select methods of the recruitment (for example job posting. · · Select appropriate tools for selection. · · Conduct exit interviews. Placement of staff · · Place staff in ways that will have the potential to benefit both organisation and employee Induction and orientation · · Act as a facilitator for induction and orientation of new employees Management of a-typical employment situations. .

Manage career-related issues surrounding organisational restructuring. Manage career-related issues in the organisation for example women. Promote training & development in the organisation. downsizing & outplacement including provision of support.· · Develop a plan to replace competence lost. CAREER MANAGEMENT Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities. PERFORMANCE MANAGEMENT Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy. . TRAINING & DEVELOPMENT Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome. PROGRAMMES & PRACTICES COMPENSATION MANAGEMENT Develop compensation strategies and policies in line with legislation and the organisation’s business strategy. Evaluate training & development with regard to the return on investment. · · Analysis of staff turnover and advise management on pending problems and corrective action (where necessary). Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1. Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof. Conduct training & development. Assess performance. Develop appropriate compensation systems for the organisation. Involvement in grievance and disciplinary hearings Lead negotiations (where necessary). INDUSTRIAL RELATIONS Develop and communicate industrial relations policies and procedures in line with legislation. Implement termination procedures Assessment and management of organisational climate and employee relations Liaison with trade unions Implementation of outcomes of collective bargaining and negotiation ADMINISTRATION OF POLICIES . Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay). Management of individual as well as collective labour (organisational) performance. affirmative action and management of diversity with attention to legislation in this regard.

Employment Equity). Integrated employee data management FINANCIAL MANAGEMENT Manage the budget for HRM functions (Training and development. INFORMATION MANAGEMENT Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation. Negotiate maximal funds for HR. Add value to the organisation by demonstrating a sound understanding of the complexity of business. Conduct HRM research with the aim of solving problems in the organisation. ADMINISTRATIVE MANAGEMENT Provide integrated HRM administration that is speedy & cost effective to receiver & administrator. Advise management regarding trends emerging from the data.Manage overall labour costs. IR compensation. ---------------------@@$$**$$@@---------------------- . Measure the financial impact of human resource systems.

7. 2. a personnel manager must be a specialist in organization theory and as such be an effective adviser to top management in organizational matters as well as being able to organize his own dept/division in such a manner as to minimize frictions. He should know the problem solving techniques and have an ability to inspire. Readiness’s to cooperate the subordinates in times of difficulty and never to interfere or thrust his advice on theirs. Personal integrity so that employees may repose confidence in him. a well groomed appearance. and pleasing personality. A friendly. approachable nature. .QUALITIES OF A PERSONNEL MANAGER: - To be successful in his job. A promptitude in giving them the feedbacks in their handling on personal matter whenever nessery in the interest of functioning of the organization and establish personal policies of the company. 8. Capacity for leadership. Capacity for persuasion. coupled with patience and tolerance. 5. Initiative and decision making ability. recognition for himself and his ideas of communication with readiness and fluency. for analyzing situations and reasoning objectively. 9. which is tactful and sympathetic. 11. registers sympathy allays distrust) and finally. conveys interest. a sense of social responsibility and a standard of social justice. An ability to generate trust among his colleagues and develop acceptability. A devoted sense of vocation and faith in humanity. 10. promote goodwill and release the latent energies of his own people and associates to be expended on their primary assignments. 6. Mobility of facial expression (which encourages confidence. 4. A mind with a capacity for creative thinking. Other imp qualities that a personnel manager should posses are: - 1. 3. and capable of working with and through other people. motivate and direct employees. 12. sophisticated taste and habits.

Training and development of linemen. 4 fire fighting legal role council ling. Measurement of assessment of individual and group behavior. Maintenance of records. Collective bargaining. Handling disciplinary actions. Settlements of disputes.recruitment. leadership. Time keeping b. b. b. etc. Advisory –Advising management on effective use of human resources.ROLE OF PERSONNEL MANAGER 1 personal role a. Human machine relationship. d. d. c. motivation. e. c. 3 clerical roles a. etc. Salary and wages administration incentives. c. c. Managing services. d. Manpower planning. Grievance handling. communication. Group dynamics. crèches. etc. Joint consultation . selection. Research in personal and organizational problems. 2-welfare role a. b. transport co-operatives.canteens grain shops.

specialist services are outsourced o rigid HRM systems need to be replaced by leadership role What are the primary HRM roles in South African organisations? • Equal participant in corporate strategy process • Facilitation of HRM strategy as integral part of corporate strategy • Performance consultant • Advisor to top management • Change agent • Facilitation of stakeholder management • Counsellor to staff • System and process designer • Compliance manager • Leader of people • Administrator What are the primary competency categories which could form the basis for a competency model for HRM management in? • A broad framework comprising four categories of competency clusters is suggested: • Contextual competencies • Functional competencies • Managerial and leadership competencies . and line management need to understand about HR management • HRM strategy needs to be a guiding component of business strategy to provide competitive advantage • Shifts in roles: o line management take on HRM roles o corporate HRM functions have shifted to national and sector policy development. corporate strategy. specialist services o traditional HR manager replaced by performance consultant o staff become self-reliant re transactional HRM functions o increasingly HRM functions are outsourced to SMME’s o technology allows centralisation of "personnel department" o the boundaries between traditional silo’s (functional divisions) are eroding with no clear alternative demarcation – rather "virtual" teams with limited life span o HRM practitioners inside organisations have to be generalists. The nature of HR management in the first decade of the 21st century The key findings are summarised as answers to four questions: What are the major issues facing HR management • HRM people need to understand general management and the nature of the business. compliance management.

• Generic and process competencies .