1.

Discuss how macro-environment effect organisation in South Africa

The macro environment refers to the external factors that have an influence on the organisation and
the strategies it needs to follow to ensure the continuous existence and success of the business.

The macro- environment affects the organisation in South Africa by the STEEPLE ANALYSIS

Social – This is where HRM need to consider the level of education of current and future employees
to determine the needed skills and developed initiatives

Technological- Technological advancements have had some of the most noticeable changes in the
way in which HR operates include: Workforce planning, performance management, Training and
development and recruitment of employees.

Economical – The economy of the country has a big impact on how the organisation function. Aspect
that HRM will need to consider is Training and development, Retrenchment and Employee
Remunation.

Environmental – Factors that pose challenges to the organisation in South Africa including water and
air pollution.

Political – When political uncertainty, corruption, mismanagement, political biases, crime and
violence are experienced in a country, it has a detrimental impact on business confidence and
investment. These issues hinder economic development and progress within a country

Ethical – are those factors that help to determine what is respectable and dishonourable
organisation action or activity

2. Describe how micro environment influence HR management in South

Africa Environments
Encompasses all the factors of an organisation’s immediate environment which influences the
performance of the organisation. (Definition of Micro-environment)

Micro-environment influences South African environments by four aspects

 Merges and other organisational changes -Mergers and other organisational changes have a
direct impact on HR. Such changes need to be accounted for in the future planning of HR.
 Resources of the organisation - All the different resources support the organisation to reach
its objectives and remain competitive in the business environment. HR needs to have
complete insight into these resources
 Location of the organisation - The area in which the organisation operates is a micro-
environmental element which will have a direct influence on the organisation
 Competition - Competitors can be understood as other organisations that operate in the
same industry. The extent of the competition will have a direct influence on the power of HR
to recruit suitable employee.

3. Explain three primary roles of the state

 The state as Judiciary -The State, as the judiciary is independent and governed by laws
set out in the Constitution
 The state as executive -the State becomes an instrument that enables the
implementation and application of labour legislation and policy
  The State as legislature -The State, as the legislature is a representative of government
whose function it is to create, validate and pass legislation that guides the governance
and functioning of the country and the State

4.Distinguish between political reform initiative of Mandela, Mbeki, Zuma

and Ramaphosa.
Mandela
 The implementation of programmes aimed at
developing disadvantaged women & increasing
diversity in respect of experience & talent
(Republic of South Africa, 1995b: 12).
 It also led to a substantial review of employment
conditions, capacity building, career development
& employee assistance programmes & a
performance management system
Mbeki
 SA economy grew at an average rate of
4.5% per year - 0.9% 2023
 Implementation of Black Economic
Empowerment
 Attracted the bulk of Africa's Foreign
Direct Investment
 New Partnership for Africa's
Development, the African Union (AU)
 Dialogue Forum (Brazil, Russia, India &
China) BRICS
 Professionalising the public service.

Jacob Zuma Cyril Ramaphosa

 President Zuma steered all plans towards
investing more in education, health & social
infrastructure.
 Unfortunately, the Zuma administration diverted
attention away from South African priorities &
undermined the confidence in public sector
leadership.
 Created a self-interest above everything and
everyone
 SA faced more challenges than ever
 Lack of public sector leadership
accountability
 Political interference in new staff
recruitment & appointment
 processes Public administrative positions
are often filled
 with unqualified & incompetent
appointments

5.Describe the contemporary trends in South Africa

 Invest in a career path for each staff member

 Rely less on higher education institutions to provide training.
 Curb public sector wasteful expenditure
 The SA government needs to implement a competitive global technology platform.
 Increase tourism, especially after the 2020 coronavirus worldwide lockdowns
6.Hr Planning
 Human resource planning is the process of systematic reviewing Hr department to make certain
that required number of employees with necessary skills are available when they are needed.

Who is responsible for Hr Planning?

 It depends on the size of the organisation and whether the organisation has internal HR
Department or if HR activities are outsourced.

Benefits of HR Planning

 Assess future HR and skills needs

 Create highly talented workforce
 Facilitate the realisation of the organisation objective by providing right number and type of
personnel.
 Reduces cost associated with personnel and provide better view of HR Dimensions to top
management
 Plan Careers for individual employees
 Determine the training and development needs of employees

The HR Planning Process

 Determine the existing Hr Capacity (What are current knowledge, skills and abilities of
employees?)
 Forecast HR Department (What are jobs need to be filled and what skills are needed?)
 Establish the skills gap (Do existing employees have skills required for the job?)
 Formulate Hr Strategies to support organisational strategies (What are training and strategies
needed)

7.Succession Planning
Defined as an activity that is performed by an organisation to recruit, develop and retain employees
with different skills and abilities to attain goals for the organisation.

Who is responsible for Succession Planning?

The commitment starts from the top management led by CEO, without commitment the process will
simple not work effectively.

Benefits of succession planning

 Improve employee loyalty and engagement

 Identify employees who are likely to fulfil key position in future, so that they can be trained
to undertake higher responsibility
 Involve senior managers in the organisation in grooming theses identified employees.
 Factors affecting Succession planning

 Training - Helps the employees to learn new skills and knowledge and therefore give them
new skills and competencies.
 Management support - To implement a successful succession planning system, there is a
need for a lot of support from the managers
 Clarity for career path - Clarifies the career path that would eventually help employees to
better understand the career objectives and also help them towards a better
implementation of succession planning.
 Creating positive Vision - Provides insight into succession planning programmes, thus
removing fear in employees who think succession planning is a threat to their positions in
the organisation.
 Technology advancement - Impacts the way of preparing workforce for new jobs.
Technological advancement makes it easier for employees to find opportunities elsewhere
 Flat structure - Influences succession planning since it allows for better communication and
easier knowledge sharing in organisations
 Financial Condition - Can affect implementation of effective succession plans

Succession Planning Process

 Identify core position

 Provide necessary requirements
 Identify talent pipeline
 Recommend successors from qualified position
 Develop a plan of action to prepare a successor
 Assess the succession plan

8.Internal and external sources of recruitment

Internal source of recruitment

 Transfers - Employees are generally transferred to similar jobs in other departments in the
organisation.
 Promotions - Vacancies are filled by promoting skilled employees to suitable jobs.
 Demotions -Depending on the performance of the employee, managers may decide to lower the
positions of some employees. Demotions can act as a source of recruitment to lower positions.
 Referrals - Employees of the organisation inform their colleagues, friends and relatives about the
vacant positions in the organisation.
 Retired employees - If the organisation cannot find a suitable person to fill a vacancy, they could
then call retired employees to assist in achieving the set goals on a contractual basis
 External source of recruitment

 Advertisements - Advertisements are generally accepted as the best way to recruit more skilled
and more efficient employees.

 Job portals - With the advancement in technology and internet usage, job portals are becoming
increasing important in finding the right candidates for the right jobs. The tools used by job
portals reduce the time and effort it takes to find skilled candidates.
 Company websites - Many organisations are setting up their own websites to find and attract
candidates with matching skills. This is making the recruitment process less costly and efficient.

 Social networking sites - Vacancies are communicated through social networking sites, such as
Facebook and LinkedIn, and this aids in motivating those with suitable knowledge, skills and
talent to apply for the jobs.
 Placement agencies - Approaching placement agencies reduces the time and effort to find the
right candidates from the pool of skilled candidates. These agencies use various tools and
techniques to filter CVs.
 Job fairs and walk-in interviews - Walk-in interviews and job fairs are set up and conducted by
organisations to find skilled candidates.
 Campus interviews - This is an easy and inexpensive method that aids in finding suitable
candidates. An organisation generally notifies the career centre/ office of the university that the
organisation seeks graduates to fill vacancies. The career centre communicates this to students
and facilitates the application process.

Internal recruitment External recruitment

 Existing employees are
already familiar with
organisation culture
Advantages  Cost related to advertising
are reduced
 Improves job security and
job satisfaction
 Bring fresh skills and talent
to the organisation
 Promote competition
 A good way to get ideas
from other business or
industries candidates have
worked for previously

 It limits new and fresh skill  Recruit candidates with

from entering the
Disadvantages organisation
 Not suitable for all posts
that may be vacant
 New and fresh ideas and
talent are overlooked
limited understanding of
organisational culture
 Take more time and
resources o induct and train
external candidates when
they start

9. Purpose of Onboarding and Orientation

 As it explains the brand and value of the organisation it provides the tools for employees to
better adapt in their positions
10.Discuss the performance management cycle
There are three core phases in the performance management cycle:

 Performance planning phase

 Implementation phase
 Result assessment phase

Performance planning phase

 It entails developing relevant performance criteria that are linked to the organisation’s
business plan and defining success at various levels. When employees participate in the
process, it is most successful.

Implementation Phase

 It highlights chances for managers to provide informal feedback and coaching to employees
in order to enhance and develop their work performance.

Result assessment phase

 The results assessment phase happens at the conclusion of the performance period. During
this phase, all aspects are assessed in relation to expectations, and a performance
improvement strategy is devised.
 This stage provides three major functions:
 Step 1: Identify the relevant reward system, such as yearly cash incentive pay-outs and base
salary increments.

 Step 2: Identify general growth and training requirements, as well as career advancement
possibilities.

 Step 3: Identify essential changes to business performance goals, functional knowledge

domains, and behavioural skills in response to changing job and organisational needs. This
aids in the planning of the future performance period.

11.Factors that affect performance appraisal

 Organisational Environments – The cultural norms of the business may provide hints, in
some instant even prescribe acceptable performance
 Goals for senior Manager – The goal for senior management have an impact on
performance rate. Where manager is responsible for creating positive work environment.
 Group Norms – The norms of the business unit, work group or team dictates to its members
what performance standards are required to be accepted as members and remain part of
that group.
 Prevailing attitude – Prevailing attitude of mangers toward employees and the degree of
support they provide affect performance appraisal
 Rating errors – rating mistakes diminish the dependability validity and value of performance
evaluation system
12.Describe the components of reward and Remunation
Intrinsic compensation

Intrinsic compensation is the psychological reward that employees get for feeling that the work they
do matters, and that they are contributing meaningfully to the overall performance of the
organisation.

Extrinsic compensation - refers to financial and non-financial rewards given to employees for their
efforts on the job, and Erasmus, Schenk Mulaudzi, and Grobler (2019:466) define this as
remuneration. Remuneration is the all-inclusive cost to the company received by the employee as
part of the employment relationship in the organisation.

This cost is comprised of:

 Fixed pay (direct remuneration)

 Performance-related or variable pay (direct remuneration)
 Legally required benefits (indirect remuneration)
 Discretionary benefits (indirect remuneration)
 Status rewards.
 Social rewards.

The remuneration package is subject to taxes as indicated in the Income Tax Act 58 of 1962 and can
be reviewed annually, as part of the organisation’s retention strategy.
13.Discuss five steps in talent management
o Talent planning – the planning stage in the talent management process includes three key
aspects, namely: Understanding Business Strategies, Evaluation and Measurement and Works
kills Plan (WSP)
o Attracting new talent – this stage has three key aspects namely: Employee value proposition,
Marketing and talent acquisition
o Developing talent – this has five aspects namely: Onboarding, Performance Management,
Talent development, Capability Framework and career pathways
o Retaining talent - Retention is a critical aspect of talent management in organisations. It has six
aspects namely: Compensation, Job characteristics, Training Development opportunities,
Supervisor Support, Work life balance and Career opportunities
o Transitioning talent – This stage has four aspects namely: Succession planning and promotion,
internal mobility, Retirement and Exiting the Business
14. Phases in Systematic Training Cycle
Training cycle Phase 1: T&D/L&D needs analysis

A T&D needs analysis (TNA) is used for a variety of reasons in T&D strategy, design, and delivery and,
as mentioned earlier, it enables an organisations and an individual’s present training condition to be
evaluated by obtaining, analysing, and sharing information regarding optimal and actual
performance, the causes of performance issues, and potential remedies.
• Proactive and reactive needs analysis

• The L&D analysis process

• Identifying causes of performance problems

• Levels of L&D needs analysis

• Gathering data for L&D analysis

Training cycle Phase 2: Learning programme design

Designing a sound learning programme is critical and has a huge impact on the remaining phases in
the training cycles.

• Setting training goals, objectives and outcomes

• Writing an instructional plan

• The transfer environment

• Target audience analysis

Training cycle Phase 3: Training delivery

Delivering effective training programmes requires a lot of thought and preparation. The trainer
needs to consider how their audience can be engaged in order to make the training worthwhile.
Trainers also need to identify the appropriate learning materials and the best methods for delivery.
They must also manage the training delivery effectively.

• Training versus facilitation

• Learning support materials

• Training methods

• Managing the delivery of training

Training cycle Phase 4: Assessment and moderation of learner achievements/assessment of

Training

There are several types of assessment. Formative assessment is the ongoing assessment process
throughout the training and development process, aimed at providing the learner with feedback
about their progress towards achieving the set outcomes. Summative assessment is conducted at
the end of the training programme and judges’ overall competence and success.

• SABPP and HPCSA board examinations

 Training cycle Phase 5: Evaluation of programme effectiveness

• Kirkpatrick’s hierarchy

This model is known as a hierarchy as the different levels from which criterion data can be collected
to evaluate or measure training outcomes build upon one another, with each being more
sophisticated and adding more value than the one before (Kiley, 2007). As shown in the Figure
below, these levels range from level 1 (Reaction) to level 4 (Results).

The Role of Manager

Line managers occupy a central position in realising and executing core business objectives. Line
managers are also the primary contact for employees and team members and, as such, they
determine the standard of performance and level of work that is acceptable for the organisation.

16. Ethics in HRM

Important of ethics

 Ethical business practices protect employees.

 Ethical business practices support fair and honest dealings with other companies.
 Ethical business practices promote better service delivery to customers and clients.
 The organisation’s reputation is safeguarded when business is done ethically Investors and
customers take cognisance and places value on the way an organisation does business