Introduction to Human Resources

URL’s Wikispace search sathrm Learning styles b.html

Sources Course guideline ~ Learning unit 1 Text book ~ Chapter 1 (pages 3 ~ 34)

OUTCOMES – Session Two By the end of this session you should be able to : 1. Schematically present HR as a “body” of knowledge 2. Define Human Resources Management 3. Discuss the impact of the macro environment on HRM 4. Differentiate between the various mngt approaches to structuring HRM 5. Differentiate between individual efficiency and effectiveness 6. Discuss key challenges impacting HRM in South Africa

HR as a body of Knowledge Mind = Psychology Heart = Sociology & Anthropology Stomach = Management, Labour relations Legs = Empowerment  Education, Training and Development

HRM DEFINED The productive use of people in, Achieving the organizations strategic objectives, and The satisfaction of individual employee needs

Impact of the Macro or External environment “PEST” Political : laws, government Economic: Strength of Rand, interest rates, inflation, level of unemployment Social: Values of society, expectations of the people, demographics of people Technology: WWW, Machinery, Computers

Components of HRM ENVIRONMENT Political, Economic, Social, Technological ORGANIZATION Size, culture, structure, policies, technology INDIVIDUAL Knowledge, skills, Abilities, personalities, values JOB Value, challenge, variety, autonomy FIT

Management approaches to HRM 1. Functional approach 2. Systems approach 3. Efficiency approach

Functional Structure of organization Managing Director Marketing & Sales Director Operations Director Financial Director HR Director

1. Functional approach Views HR as a staff function, providing assistance to line departments Traditionally HR is structured as follows:

Functional approach (Continued) Service Function Day to day tasks of HR (Recruitment, selection, Pay, Training, Health and safety) Control Function Ensuring that HR is strategically aligned & working (Productivity, labour turnover, absenteeism) Advisory Function Expert advice on how best to manage people (labour law, motivation, procedures)

Levels of Authority in functional structure Line: Direct authority over subordinates. Functional: Authority to issue enforceable functional instructions. Staff: Advisory authority that may not be enforced.

2. Systems theory approach Inputs from environment ~ transforms them ~ returns to environment

Using a systems theory approach what would change if: Technology is introduced that makes your qualified architects redundant, as the software is able to produce drawings in half the time. The skills needed to produce the drawings are very easy to acquire. You own an Architectural Company “Architects - R – Us”

Systems theory simplified “framework to describe and analyze groups of objects, that work together to produce a result”

Systems approach to HR management Views an organization as an open system, with the people being a sub-system of the Organization The purpose of HR Mngt is to obtain optimal utilization of employee in support of optimal outputs of the organization

Micro system of HR Work (What we do) Work method (How we do it) People (Who) Structure (Organization) Goal (Why)

Environment Culture Education Social Genes Needs Personality Needs Psycho contract Job Content Nature Autonomy Challenge Job Context (environ) Culture Leadership Policies Work Conditions Relationships Ext. environment Labour market Economy Unions Laws HR Processes Planning R & Selection Job design HR Processes Org Development Compensation Leadership Dev Training Team building HR Processes Org Development Ee relations E/Equity Diversity Performance output Macro systems view

3. Efficiency approach Views HR as ensuring success by ~ people doing the “right stuff” (Effectiveness) “right” (Efficiency) Through: Ensuring that appropriate goals are set for individuals & groups. Groups focus on and achieve these goals with as little disruption as possible

Efficiency approach Organizations aim to meet goals through people It therefore stands to reason to minimize the disruption and barriers to the speedy and smooth attainment of these goals.

Current key challenges to HRM 1. Globalization 2. Down sizing and de-layering 3. Knowledge management 4. Skills demand 5. Developing workplace flexibility 6. HIV/AIDS

Next week Motivation and leadership Chapter 13 & 14 Pages 335 ~ 347 & 355 ~ 366