DEFINITION OF HUMAN RESOURCE MANAGEMENT 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 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

memory)

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. 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. The titles of the clusters are tentative, and are open for comment.

PLANNING AND ORGANISING FOR WORK, 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 , PROGRAMMES & PRACTICES Compensation management Information management Administrative management

Financial management UNPACKING ROLES The roles listed above are now described in terms of broad functions, 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. PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM STRATEGIC PERSPECTIVE Develop Human Resource plans and strategies aligned to the organisations strategic direction. And business strategy. Provide tools and tactics to enhance execution of these strategies Integrate HRM with current and pending legislation and socio-political changes. Integrate Human Resource Management with general organisational management. Manage the interface between HRM processes and systems. Formulate and communicate HRM policies. Act as the conscience of employer with respect to people issues.

Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein. Assess the long-term impact of short-term decisions on people. Manage people related issues accompanying mergers, alliances and acquisitions. Express (embody) the philosophy and values regarding people management in the organisation. ORGANISATIONAL DESIGN Analyse work processes and recommend improvements where necessary. Recommend options for organisational design & structure. CHANGE MANAGEMENT Advise management on implications of change for employees. Co-ordinate & facilitate the change process. Facilitate changed relationships. Provide support structures for employees during change. Deliberate and proactive management of the changing environment and its implications for work and the organisation. 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, each of the functions of this role is further unpacked in terms of activities.

Human Resource Planning (linked to strategic perspective) Determine long-term human resource needs. Assess current resources. Identify areas of need.

Determining requirements of jobs analysis. Appoint a representative committee with the task of conducting the job Decide on the use of job analysis information. Decide on the sources of job analysis information. Decide on the method for job analysis.

Review the information.

Based on the outcomes of the job analysis, write job descriptions and job specifications Recruitment of staff for the organisation Develop & implement recruiting strategy bearing in mind relevant legislation. Decide whether recruitment will take place externally or internally.

Select methods of the recruitment (for example job posting, personnel agencies & advertising) Engage in recruitment.

Selection of human resources Develop and implement selection strategy in line with relevant legislation. Select appropriate tools for selection. Validate selection tools in line with legislation. Provide selection short list for line management to make a decision.

Placement of staff employee Place staff in ways that will have the potential to benefit both organisation and

Induction and orientation Act as a facilitator for induction and orientation of new employees

Management of a-typical employment situations. Management of termination Advise management regarding the strategic implications of terminating employment relationships. Conduct exit interviews. Develop a plan to replace competence lost.

 Analysis of staff turnover and advise management on pending problems and corrective action (where necessary). TRAINING & DEVELOPMENT Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome. Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof. Conduct training & development. Evaluate training & development with regard to the return on investment. Promote training & development in the organisation. CAREER MANAGEMENT Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities. Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard. Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support. PERFORMANCE MANAGEMENT Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy. Assess performance. Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1. Management of individual as well as collective labour (organisational) performance. INDUSTRIAL RELATIONS Develop and communicate industrial relations policies and procedures in line with legislation. Involvement in grievance and disciplinary hearings Lead negotiations (where necessary). 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 , PROGRAMMES & PRACTICES COMPENSATION MANAGEMENT Develop compensation strategies and policies in line with legislation and the organisations business strategy. Attach meaningful monetary values to posts in the organisation ensuring that the organisations 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). Develop appropriate compensation systems for the organisation. Manage overall labour costs. INFORMATION MANAGEMENT

Provide current information regarding employees to be used in the decision-making process and measurement of HRMs contribution to the organisation. Advise management regarding trends emerging from the data. 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. Integrated employee data management FINANCIAL MANAGEMENT Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity). Negotiate maximal funds for HR. Add value to the organisation by demonstrating a sound understanding of the complexity of business. Measure the financial impact of human resource systems. ---------------------@@$$**$$@@----------------------

From book Qualities of a personnel manager: To be successful in his job, 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, promote goodwill and release the latent energies of his own people and associates to be expended on their primary assignments. He should be real expertise in personnel administration- knowledge of relevant laws, procedures, and techniques and of developments in theory and practice in comparable economics, behavioral sciences contribution to personal management, a bent for research in man- management, and should have a adequate knowledge of behavioral sciences which study the reactions of individuals and groups to particular sets of conditions and environments is an organization or a factory.

Other imp qualities that a personnel manager should posses are: 1. A mind with a capacity for creative thinking, for analyzing situations and reasoning objectively. 2. He should know the problem solving techniques and have an ability to inspire, motivate and direct employees. 3. A devoted sense of vocation and faith in humanity. 4. Capacity for ledership, a sense of social responsibility and a standard of social justice. 5. Personal integrity so that employees may repose confidence in him. 6. Capacity for persuasion, coupled with patience and tolerance. 7. A friendly, approachable nature, which is tactful and sympathetic, and pleasing personality, a well groomed appearance, sophisticated taste and habits, and capable of working with and through other people. 8. Initiative and decision making ability. 9. Mobility of facial expression (which encourages confidence, conveys interest, registers sympathy allays distrust) and finally,

10. An ability to generate trust among his colleagues and develop acceptability, recognition for himself and his ideas of communication with readiness and fluency. 11. Readinesses to cooperate the subordinates in times of difficulty and never to interfere or thrust his advise on theirs. 12. 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.

Role of personnel manager 1 personal role a. b. c. d. Advisory Advising management on effective use of human resources. Manpower planning- recruitment, selection, etc. Training and development of linemen. Measurement of assessment of individual and group behavior.

2-welfare role a. b. c. Research in personal and organizational problems. Managing services- canteens grain shops, transport co-operatives, crches, etc. Group dynamics- group council ling, motivation, leadership, communication, etc.

3 clerical roles a. b. c. d. Time keeping Salary and wages administration incentives. Maintenance of records. Human engineering- man machine relationship.

4 fire fighting legal role a. b. c. Grievance handling. Settlements of disputes. Handling disciplinary actions.

d. e.

Collective bargaining. Joint consultation