$T10175755 KALI PALESA HURM5122A1 Question 1 South African In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor. Human resource management faces many challenges and operates in a constant environment of change. Two of the most important international challenges to the role of human resourcemanagement in the future is the ability to move to a strategic human resource model and the capacity.In Strategic Human Resource Management functions these functions are expanded to include the roles of the employees, their behaviour and management of organisational change in order to meet the longer-term needs. Organizations are increasingly facing problems with ethical issues in the field of human resources. Among the biggest ethical concerns businesses faced are the quality of work life, diversity at the workplace, worth of an individual, impartiality of human resources managers, and fair remuneration of employees. These issues present challenges mainly due to attaining a balance between the interest of the organization and requirements of employees. Ranking them based on effecton productivity and organizational performance performance reveals that fair remuneration concerns come first followed by impartiality of managers, then quality of work life that is followed by worth of individuals and last diversity in the workplace. Another key area is that of diversity - we have to improve the level of diversity at senior executive level. This is allied to black economic empowerment, an imperative which needs to expand in scope and inclusiveness. In both areas, HR and executives have a key role to play to shift our organisational paradigm from compliance to commitment. Employment equity plans focus on meeting targets and timetables. An enduring challenge is to change the institutional culture of our organisations. We can achieve targets but if we are not changing the culture we won'tachieve external competitiveness. More of our companies are becoming multinationals — they are expanding into other economies and becoming global. HRM is becoming important in helping to deploy talent in globalising firms. HRM practices and policies for deploying expatriate staff are becoming a very important strategic issue. There is a lot of research on international HRM — for example: how to select, culturally integrate, remunerate and organisationally integrate expatriate employees into the host country, and then reintegrate them back into the home country and organisation. Work opportunities and international assignments are more readily available in East Asian markets. HR must develop criteria for recruitment and selection of professional and managerial expatriate employees.Some additional HRD trends include more companies wanting customised programmes in dealing with specific challenges that the organisation faces. One recent programme in Impala Platinum for example: senior HR participants would focus on generating specific organisational value propositions from their own case experience, mastering scorecard metrics and identifying HR outputs and deliverables. There is a lot of work being done on quantifying effectiveness and the outcomes of HR. We have to start getting into this domain, which need not detract from the importance of relationship and alliance building which HR practitioners have to do. Business schools need to be offering more strategic HR programmes. Universities andUniversities of Technology are doing a relatively sound job of the maintenance, systems and consulting roles in professional HR development, but are weaker at developing strategic thinking capabilities. This is our HR leadership challenge.Developing an entrepreneurial culture is a huge labour market challenge. With high unemployment and large organisations shedding jobs, creating sustainable employment is vital. So many organisations have downsized, reducing their staff to an extent that will never be upped to earlier levels. Who will be creating sustainable employment in the long term? We have to develop an entrepreneurial class in SA. Mature organisations looking to compete in global markets are not creating new and higher levels of employment locally other than non-core and informal work.Question 2 The company chosen here is Sasol, which is a South African chemical and energy company. The long-term and short-term goals that an employee has related to their current and future jobs form the core concept of the career management plan. Managers and supervisors can help employees manage their career management through a systematic plan. Let us look at the step-by-step ways to establish a career management system in this company: Step 1: Meet each of the employees individually in Sasol, department-wise. As Sasol has four business divisions which are Base Chemicals, Advanced Materials,Performance Solutions, and Essential Care Chemicals, the HR manager can take it one division at a time and meet up with the employees to understand their goals for the future, career-wise. Step 2: Identify the level of resources that Sasol has, in order to fulfill the objectives of the employees. Once the manager identifies the aspirations and goals of the employees, the next thing to do is see if the company has enough resources to fulfill these goals. They can involve the employees in local assignments, mentoring, and even prep them for external education if it is possible. Step 3: Develop a one-year plan that incorporates the completed activities of the employee as well as the activities that are yet to be completed. As the HRmanager now has an idea of what the employee needs and what the company has the most crucial step is to design a career management plan which is to be implemented. Using this plan, the entire performance of the employee for the year can be analyzed, and accordingly, the needed next steps can be taken. Step 4: Once the plan is done, set up a meeting with the employee to discuss the plan and identify the areas that need improvement. Show the plan that you have created to the employee and discuss together if this is what the employee also wants. Once an agreement is reached, this plan can be implemented as a system for a whole department if it aligns with the needs of other employees as well, career- wise.Step 5: Continue this process every once in 6 months to review the performance of the employees and revise the plans accordingly. Once the system is implemented, the manager has to review and revise the plan according to the performance exhibited by the employee. This helps in keeping the system relevant. Question 3 Sal the selection process can be the person's nature to adapt to cultural change. The employee must possess an extent of cultural toughness to be able to handle the cultural change with positivity and without frustration. The second factor can be the physical and emotional health of the person. A personhaving heart disease or any other health- related issue cannot be sent on international assignment. The mental strength of the person would be considered to handle the cultural shock. The third factor can be the age, education, and experience of the person. An old-age person cannot be sent on international assignments because the old person may lack the zeal to work on international assignments. However, a younger person cannot be sent because of not having relative experience. So in order to make a balance a couple of younger and experienced managers can be sent on international assignments. The fourth factor can be the marital status and family issues of the person. A person whose family is not happy with theinternational movement may perform poorly because of not being able to maintain a work-life balance. Also, a newly married person may not take international assignments because the person would want to spend more time with his/her spouse. The fifth factor can be the motivation to work on international assignments. A person who is not enthusiastic about international exposure may not be motivated to work on an international assignment. A demotivated person may not work effectively on the project because of which the company may have to face loss. So the company can choose a person who is motivated to work on an international project to save time and cost and ensure effective completion of the project.Q3.2 Skills Development Act( Act 97 of 1998 as amended Act 37 of 2008) This framework was aimed at improving the skills of workers by promoting education and training in the workplace. The Act also saw to the establishment of Sector Education and Training. The Skills Development Act aims to expand the knowledge and competencies of the labour force in order to improve productivity and employment. Development Levies Act This Act ensures that all employers in South Africa who are registered with the South African Revenue Services (SARS)and have an annual payroll of over R500,000 have to pay the skills development levy, which is usually 1% of the payroll, to the South African Revenue Services (SARS). SARS refers to this payment as the “leviable amount” and also gives clear guidelines on what amounts are included or excluded from the skills development levy. The BBBEE( Broad Based Black Economic Empowerment Act (Act 53 of 2003) The Broad-Based Black Economic Empowerment (BBBEE) Act provides the legislative framework for Broad-Based Black Economic Empowerment in South Africa. Its main purpose is to address the legacy of apartheid and promote the economic participation of black people in the South African economy.Question 4 In the first step, an employee assistance committee needs to be formed to review all the options. It consists of members of human resources, leadership, people management, and a mix of employees of different departments. The next step is to specify the correct EAP model as per one’s organization. The choice can be made between the fixed fee or the contract EAP system. In the case of large business organizations, a professional or group can be hired to join the business. The third step is to create an EAP policy by compiling data, statements, and information to support the desire of creating an EAP. This policy can be reviewed by stakeholders or partnersbased on the type of business. The fourth step is to hire professional EAP providers or contractual EAP providers as per the need of the business. All the necessary documents and agreements must be drafted before hiring. The fifth step involves making the announcement of EAP to the employees of the organization. The announcement can be made through newsletters, emails, or on the company’s intranet, By using an automated HR system, human resource managers can also add extra guidelines on EAP and clarify the next step to employees, The sixth step is to offer HR assistance to employees through appointments. A culture must be there in the workplace that an employee can contact HR in person toclarify any doubt that might not have been answered in the company-wide meetings. The last step is to check the constant progress of EAP. A regular communication system must be established to know the advantages of these services, the addition of any new features to the services, and ensure the management of talented employees by providing benefits. Question 5 Job Title - Human Resource Manager Level - Entry-level About the company - Starbucks Corporation provides services with respect to the coffee, roastery products, along with baked goods to its customers. It has anAmerican origin with its establishment in the year 1971. The company aims at serving as many customers as possible all across the globe. The company believes in providing job opportunities for the candidates desirous to provide top-quality services to the customers. The employee rights are protected and equality is maintained without performing any form of discrimination. Additional aid is provided to learning students who wish to further their education. Job description - Starbucks Corporation is looking for a candidate who can take up the responsibilities of an HR Manager. The responsibilities of the HR Manager at Starbucks Corporation include - Preparation of job descriptions for thevacant positions within the organization. Distribution of job descriptions via suitable channels of communication. Recruitment and selection of suitable candidates for the needed job positions. Preparation of a complete training and development plan for new recruits. Organization of the prepared training and development programs. Maintaining a complete record of the personal details of the employees. Maintaining a complete record of the tasks carried out by employees every day. Keeping a close check on the performanceof each employee. Taking care of the payroll of every employee. Providing a hearing ear to the employees in need. Keeping an eye out for any form of discrimination, violence, harassment, bullying, and so on, and taking appropriate actions when needed. Updating the employees on important amendments at work. Employee requirements - Number of employees needed - 2 (two) employees needed.Gender - Applications from candidates of all gender are accepted. Age - Must be above 16 years of age. Qualification - Must have a basic High School degree at the very least. Language requirements - Must know English. Any other languages are a bonus. Skills needed - Must be polite, respectful, calm, punctual, organized, neat and clean, honest, loyal, communicative, able to operate coffee machines, able to operate ovens and microwaves, able to take orders from the customers, able to remember the orders and the customers, able to do quick calculations, able to assist customers when needed, able to learn the entire menu, able to talk and explain politely andrespectfully to the customers. Remuneration details - Remuneration offered - $ 500 per week Number of working days - 5 days a week Working days - Rotational Number of working hours - 8 hours a day Work Timing - Rotational Joining date - Immediate Training period - 1 month Medical benefits - Available after the completion of the training periodLeaves allowed - 2 paid leaves allowed per month. Kindly send your updated resume/CV to the email address provided or drop a copy at your nearest Starbucks outlet. The suitable candidates will be contacted shortly. All the best.REFERENCING QUESTION 1 (HUMAN RESOURCE MANAGEMENT TEXTBOOK) QUESTION 2 (HUMAN RESOURCE MANAGEMENT TEXTBOOK) QUESTION 3.1 (https://www.accountingnotes.net ) QUESTION 3.2 (https://wwweclifnotes.com ) QUESTION 4 ( https://www.shrm.org) QUESTION 5 ( https://www.careerfaqs.com.au)