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BDO 319 MODULE 1 UNIT 1 Functions of HRM

Historical and current human resource management Job analysis Employees skills, abilities and motives to perform the job must
meet jobs requirements. Mismatch can leed to poor
Factor/Dimension Scientific management Human relation performance and absenteeism and high turnover.
Dominating study Time and motion studies Hawthorne studies Recruitment, selection, organization, orientation, and Effectiveness of firm depends on effectiveness of its employees.
Assumptions on employees Employees are motivated by Employees have feelings and internal staffing Recruitment and selecting a qualified labour force involves HR
economic gains emotions activities and long-term planning, interviewing and testing.
Concept The concept of te economic man is The concept visible are the growth of Onboarding: is a process which aims to develop employee
seen unions behaviours and knowledge that will ensure the employee’s long-
term success and commitment to the organisation. It aims to
focus Focus is on employee output and Focus on the work environment and
enable newcomers to become productive and fully functional
ignores wellbeing and satisfaction its impact on productivity.
employees as soon as possible.
Orientation: the process of integrating the new employee into
the organisation and familiarising him or her with the details and
Human resource approach is a new approach: requirements of the job
Performance appraisal, training and development and career Appraisal of employee performance: during this and
The organization benefits in 2 ways: management employee becomes aware of any performance deficiencies and
is informed of how they can improve their performance.
- An increase in organizational effectiveness and satisfaction of employee needs The development process is composed of on-the-job and off-
- Organizational goals and employee needs are seen as mutually important. the-job activities that teaches new skills and abilities.
Career management: HR managers are increasing the amount
of attention to activities that enhance career advancement and
4 principles of the HR approach:
solve problems that employees may encounter.
Compensations and health How should jobs be elevated to determine their worth? Are
- The long-term investment in employees that will bring long-term rewards to the firm if managed effectively. employees being rewarded for their unique skills? An
- The policies, procedures and program are created to suite employees’ and employer economic and emotional needs. increasingly important part of compensation is emplouee
- HR programs and practices must be implemented with the goal of balancing the needs and meeting goals of the firm and the benefits. It can cost as much as 40%
employee. Labour relations Refers to the relationship between employers and employees in
- Creating the best working environment must be created in which employees are encouraged to develop and use their skills an industry, and the political decisions and laws that affect it
to the max extend EMPLOYEE WELLNESS is the promotion of a healthy
behaviour and good work/life balance to help employees stay
Strategic human resource management happy, healthy, and active
Human resource information systems an electronic system used to acquire, store, manipulate,
analyse, retrieve, and distribute information regarding an
Is the integrated focus of all HR policies with each other and the overall strategy and direction of the organization (strategic HR problems
organisation’s human resources.
are the responsibility of every manager and their department.

Strategic HRM Traditional HRM

Functions of HR
Planning and strategy formulation Participating in the formulation of the Is only involved in operational planning
overall strategy plan and aligning HR
functions with the company strategy • Job analysis and design (job-person fit)
Authority The top HR officer has high status and The HR officer only has medium status • Recruitment, selection, orientation & internal staffing (labour market research & exceptional performers; culture & values; internal
authority and authority movements)
Scope Is concerned with all the managers and Is concerned mainly with hourly, • Performance appraisal, training and development & career management
employees operational and clerical employees • Compensation and health (comparability & fairness : employee wellness)
Decision making Involved when making strategic decisions Only involved with making operational • Labour relations (climate, harmony & regulative compliance)
changes • Human resource information systems (HRIS) (research & problem solving)
Integration Is fully integrated with other Has moderate to little integration with
organizational functions like marketing other organizational functions Departmental roles of HRM
and finance
Coordination Coordinates all HRM activities Does not coordinate all HR functions
1. Success

2. HR policies

3. Critical policy issues

4. Communication

5. Advice and services

6. Control functions

7. Policies and procedures

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1. Organisational success 5. Advice and Services

Firms wishing to remain competitive in a rapidly changing marketplace need to address issues of achieving productivity through their HR managers must be able to give advice within his/her working environment and community about legal factors, technologies, and labour
employees. relations.

HR functions to solve problems and achieving success: 6. Control Functions

-having the HR directors report directly to the general manager. Control activities include:

-placing a major emphasis in employee recruitment, selection, and training. ►collection and analysis of hiring, selection, placement, and promotion data to ensure that laws and policies are being followed

-using team building and creating an environment of rapid decision-making at lower levels ►analysis of performance appraisal records to determine whether appraisals are being conducted in an unbiased manner

-communication key company performance objective. ►analysis of statistics on absenteeism, grievances, and accidents to determine where problems are most critical and what may be
done to reduce them
-using technology to assist, where appropriate.
7. Policies and Procedures
2. Hr policies
HR management must ensure that all activities are dealt with fairly, consistently, and within the law. HR management can do this by
Guides to management’s thinking and help management achieve the organisation’s HR objectives. Policies help define acceptable and developing, communicating, implementing, and enforcing proper policies and procedures and ensuring adherence, compliance, and
unacceptable behaviour and establish the organisation’s position on an issue. fairness.

For HR policies to be effective, they should be: HR MANAGER COMPETENCIES

►in writing -business mastery – the HR manager will need to know the business and strategies of the organisation thoroughly

►communicated to all employees -HR mastery – the HR manager will have to keep informed about changed relating to issues such as staffing, development, appraisals,
rewards, team building, and communication
►readily available
-change mastery – the HR manager will have to be able to manage change processes so that HR activities are effectively merged with
To ensure that employees are familiar with HR policies, organisations can: the business needs of the organisation

►publish an HR policy manual or make the policies available on the company intranet. -personal credibility – the HR manager must establish personal credibility, which they can do by standing up for their beliefs and being
fair-minded in dealing with others
►give each manager a copy of the manual with instructions to review it with all new employees
Challenges and issues in HRM
►publish updates of the manual on bulletin boards, via email, or the company intranet
- Quality of work life
►require their supervisors to discuss policy revisions with their employees - Technology and training
- Employee productivity
3. Critical Policy Issues - Quality management
- Downsizing and recruiting
Critical policy issues facing HR management are: - The changing workforce
- Global economy
►employee influence – HR management can address this issue by developing policies that define the scope and breadth of employee - Impact of government
influence in manging the organisation.
Employee productivity: the ability of an employee to take input and turn them into output.
►personnel flow – HR management can address this issue by keeping in mind profits, growth, and other critical organisational goals
when making decisions about related to the movement of people into, though, and out of the organisation. SA has ones of the lowest productivity rates. Employees’ salaries have increased while productivity has dropped.

►compensation and rewards systems – HR management can address this issue by finding the most effective mix of financial and non- Approaches being used:
financial rewards to motivate, attract, and retain employees at all organisational levels.
-self managed a virtual teams are being implemented.
►work systems – HR management can address this issue by considering the ways in which employees get work done, when formulating
their policies, for example employees often use smartphones, tablets, and their personal devices to complete their work. -alternative workspace: moving the work to the employee instead of the employee to the work by introducing telecommuting (performing
work electronically)
4. Communication
Quality improvement: the quality focus today is less of an us-versus-them mentality and more of a new philosophy: excellence should be
Communication is the glue that binds various elements, coordinates, activities, and allows people to work together and produce results. the norm, not the expectation,
Communication is more important today because organisations are larger than ever.
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Characteristics of successful improvement programmes Learning and development is the practice of providing and enhancing the knowledge, skills, experience, and behaviour of individuals and
teams for optimal organisational performance and sustainability.
- Education/training
- Teamwork 6. performance management
- Employee involvement
performance management is a planned process of directing, developing, supporting, aligning, and improving individual and team
SABPP HR system standards model performance in order to achieve organisational objectives

7. reward and recognition

Reward is a strategy and system that enables organisations to offer fair and appropriate levels of pay and benefits in recognition of
employee contribution to the achievement of organisational objectives and values. Recognition is a strategy and system that seeks to
reward employees for other achievements through mechanisms outside the pay and benefits structure.

8. employee wellness

Employee wellness is a strategy to ensure that a safe and healthy work and social environment is created and maintained.

9. employee relations management

Employee relations management is the management of individual and collective relationships in an organisation through the
implementation of good practices.

10.organisational development
1.Strategic HRM
Organisation development is a planned systematic change process to continually improve an organisation’s effectiveness and efficiency
Strategic HR Management is a systematic approach to developing and implementing HRM strategies, policies and plans aligned to the by designing and implementing appropriate solutions to enable the organisation to optimise its purpose and strategy
strategy of the organisation that enable the organisation to achieve its objectives.
11. HR services delivery
2.Talent Management
HR service delivery provides HR services that meet the needs of the organisation, its managers and employees which enables delivery of
Talent management is the identification and development of an organisational strategy to attract, retain, develop, and optimise the organisational goals and targets.
appropriate talent requirements to ensure a sustainable and successful organisation.
12. HR technology (HRIS)
3. HR risk management
HR technology is the effective utilisation of technological applications and platforms that makes information accessible, accurate and
HR risk management is a systematic approach of identifying and addressing factors that can either have a positive or negative effect on available when needed.
the organisation
13. HR measurement
4. work force planning
HR measurement is a continuous process of gathering, analysing, interpreting, evaluating, and presenting quantitative and qualitative data
Workforce planning is the systematic identification and analysis of organisational workforce needs in order to develop a workforce plan to measure, align and benchmark the impact of HR practices on organisational objectives
that will set out the actions necessary to have the right people in the right place at the right time.

5.learning and development

The HRM Model and SABPP HR System Standards Model have the following in common or are similar in nature:

►” Compensation and rewards” and “Reward and Recognition”

►” Training and development and learning” and “Learning and development”.

►” Human Resource Information System” and “HR technology”

►” Relationship management” and “Employee relations management”

►” Administration” and “Employee wellness”

►” Performance management” and “Performance management”

►” Work design and structure” and “Work force planningSABPP code of ethics steps
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What is ethics?

The discipline dealing with what is good and bad, or right and wrong.

What is ethical conduct?

Includes honesty, integrity, fairness, and a variety of other positive traits.

Why is ethical conduct important?

- To be skilled to make correct ethical choices.

- To understand community values, law, rules, regulations, and norms
- And to positively apply ethical conduct

How will you apply a code of conduct?

-Implementing a code of conduct in the workplace involves communicating the policies and guidelines to all staff and providing any necessary training to ensure they understand the code.

-The code should be practised and promoted by management to lead the way for staff.

-Ask staff to sign a document to say that they agree to abide by the code of conduct.

-This can minimise conflict if an employee violates the code and you need to take disciplinary action.

Briefly describe the various SAPBB ethical values:

Responsibility: meaningfully transform the lives of those employed by them.

-HR managers have the responsibility to contribute to the success and sustainability of the business. -HR managers have the responsibility to comply with the expectations and regulations of their business and Industry. HR managers are responsible for their actions.

Integrity: committed to exemplary ethical conduct that is characterised by honesty, objectivity, fairness of judgement, consistency of action, and loyalty to their profession, business, and community.

Respect: Treat all the stakeholders with respect and protect them from harm.

-They must respect the confidentially of information that is entrusted to them and uphold the human rights as prescribed by the constitution of the country

Competence: uphold the highest standards of continued professional development and improvement of competence of members of the profession.

SABPP has been recognised as a professional; bord since 2013 and they developed the 1 st national HR standards.

SIOPSA: Society for Industrial and organisational psychology in south Africa. They help develop a fair and humane work environment, help people reach their full potential and experience a high quality of work life.