CHAPTER TWELVE: HUMAN RESOURCE
MANAGEMENT AND THE SOUTH AFRICAN
LABOUR LEGISLATIVE FRAMEWORK
24 October 2024 19:15
HUMAN RESOURCE FUNCTION:
• The human resource function (HR) is a critical component of any organization,
focusing on managing its most valuable asset: its employees. HR encompasses a
wide range of responsibilities aimed at ensuring that the workforce is effective,
engaged, and aligned with the organization's goals.
HR MANAGEMENT AND ORGANISATIONAL EFFECTIVENESS:
• Effective organisations must have a vision, a mission strategy, organisational
structure and human resources
• Successful companies have the following HR management attributes:
• Primary benefits (monetary benefits)
• Secondary benefits and working conditions (non-monetary benefits)
• Training and development
• Career development
• Company culture and diversity
HUMAN RESOURCE PLANNING:
• Is the process of using an organisation's goals and strategy to forecast the
organisation's human resource needs in terms of finding , developing and keeping
qualified human resources
• Human resource planning is divided into three phases:
• PHASE 1: IDENTIFY THE WORK BEING DONE IN THE ORGANISATION
○ JOB ANALYSIS: is a process used to collect and evaluate info about a specific
job . It includes understanding the duties, responsibilities, necessary skills,
outcomes, and work environment associated with the job.
○ JOB DESCRIPTION: s a formal document that outlines the specific duties,
responsibilities, and expectations associated with a particular job. It
provides a clear overview of what is required from an employee in that
role.
○ JOB SPECIFICATION: a document that outlines the qualifications, skills,
experience, and attributes required for an individual to perform a specific
job successfully. It complements the job description by focusing on who
should fill the position rather than what the position entails.
• PHASE 2: HUMAN RESOURCE FORECASTING
○ Balances human resource supply and demand
○ Factors should be considered during forecasting:
▪ ECONOMIC GROWTH
□ such as GDP, unemployment rates, and inflation are vital for
understanding overall economic health.
▪ NEW DEVELOPMENTS IN THE BUSINESS
□ Advances in technology can alter market dynamics and consumer
behaviour.
▪ THE LABOUR MARKET
□ The availability of skilled labour and changes in employment rates
directly affect an organization’s ability to meet production
New Section 3 Page 1
, directly affect an organization’s ability to meet production
demands.
• PHASE 3: THE HUMAN RESOURCE PLAN
○ Its purpose is to provide concrete guidelines and steps that indicate how
the business's short, medium and long term human resource requirements
can be provided for.
FINDING QUALIFIED TALENT
RECRUITING
• is the process of identifying, attracting, and selecting candidates for job
openings within an organization. It involves various strategies to ensure that
the best talent is sourced efficiently and effectively.
• Key Steps in the Recruiting Procedure
○ Job Analysis: Identify the requirements of the position, including
responsibilities, necessary skills, and qualifications.
○ Job Description Creation: Develop a clear job description that outlines the
duties and expectations for the role.
○ Sourcing Candidates: Determine whether to recruit internally or externally
based on organizational needs.
○ Advertising the Position: Use appropriate channels (job boards, company
website, social media) to announce the vacancy.
○ Screening Applications: Review resumes and applications to shortlist
candidates who meet the qualifications.
○ Conducting Interviews: Arrange interviews with shortlisted candidates to
assess their fit for the role.
○ Selection: Choose the most suitable candidate based on interviews,
assessments, and reference checks.
○ Job Offer: Extend an offer to the selected candidate and negotiate terms if
necessary.
○ Onboarding: Integrate the new employee into the organization through
orientation and training
• RECRUITMENT FROM INSIDE
• filling job vacancies with current employees rather than seeking external
candidates.
• Advantages
○ Reduces recruitment costs and time.
○ Enhances employee morale and retention by providing growth
opportunities.
○ Minimizes onboarding time as internal candidates are already familiar with
company culture and processes.
• Disadvantages
○ May lead to stagnation if fresh perspectives are not introduced.
○ Risk of favouritism or perceived unfairness if not managed transparently.
• RECRUITMENT FROM OUTSIDE
New Section 3 Page 2
MANAGEMENT AND THE SOUTH AFRICAN
LABOUR LEGISLATIVE FRAMEWORK
24 October 2024 19:15
HUMAN RESOURCE FUNCTION:
• The human resource function (HR) is a critical component of any organization,
focusing on managing its most valuable asset: its employees. HR encompasses a
wide range of responsibilities aimed at ensuring that the workforce is effective,
engaged, and aligned with the organization's goals.
HR MANAGEMENT AND ORGANISATIONAL EFFECTIVENESS:
• Effective organisations must have a vision, a mission strategy, organisational
structure and human resources
• Successful companies have the following HR management attributes:
• Primary benefits (monetary benefits)
• Secondary benefits and working conditions (non-monetary benefits)
• Training and development
• Career development
• Company culture and diversity
HUMAN RESOURCE PLANNING:
• Is the process of using an organisation's goals and strategy to forecast the
organisation's human resource needs in terms of finding , developing and keeping
qualified human resources
• Human resource planning is divided into three phases:
• PHASE 1: IDENTIFY THE WORK BEING DONE IN THE ORGANISATION
○ JOB ANALYSIS: is a process used to collect and evaluate info about a specific
job . It includes understanding the duties, responsibilities, necessary skills,
outcomes, and work environment associated with the job.
○ JOB DESCRIPTION: s a formal document that outlines the specific duties,
responsibilities, and expectations associated with a particular job. It
provides a clear overview of what is required from an employee in that
role.
○ JOB SPECIFICATION: a document that outlines the qualifications, skills,
experience, and attributes required for an individual to perform a specific
job successfully. It complements the job description by focusing on who
should fill the position rather than what the position entails.
• PHASE 2: HUMAN RESOURCE FORECASTING
○ Balances human resource supply and demand
○ Factors should be considered during forecasting:
▪ ECONOMIC GROWTH
□ such as GDP, unemployment rates, and inflation are vital for
understanding overall economic health.
▪ NEW DEVELOPMENTS IN THE BUSINESS
□ Advances in technology can alter market dynamics and consumer
behaviour.
▪ THE LABOUR MARKET
□ The availability of skilled labour and changes in employment rates
directly affect an organization’s ability to meet production
New Section 3 Page 1
, directly affect an organization’s ability to meet production
demands.
• PHASE 3: THE HUMAN RESOURCE PLAN
○ Its purpose is to provide concrete guidelines and steps that indicate how
the business's short, medium and long term human resource requirements
can be provided for.
FINDING QUALIFIED TALENT
RECRUITING
• is the process of identifying, attracting, and selecting candidates for job
openings within an organization. It involves various strategies to ensure that
the best talent is sourced efficiently and effectively.
• Key Steps in the Recruiting Procedure
○ Job Analysis: Identify the requirements of the position, including
responsibilities, necessary skills, and qualifications.
○ Job Description Creation: Develop a clear job description that outlines the
duties and expectations for the role.
○ Sourcing Candidates: Determine whether to recruit internally or externally
based on organizational needs.
○ Advertising the Position: Use appropriate channels (job boards, company
website, social media) to announce the vacancy.
○ Screening Applications: Review resumes and applications to shortlist
candidates who meet the qualifications.
○ Conducting Interviews: Arrange interviews with shortlisted candidates to
assess their fit for the role.
○ Selection: Choose the most suitable candidate based on interviews,
assessments, and reference checks.
○ Job Offer: Extend an offer to the selected candidate and negotiate terms if
necessary.
○ Onboarding: Integrate the new employee into the organization through
orientation and training
• RECRUITMENT FROM INSIDE
• filling job vacancies with current employees rather than seeking external
candidates.
• Advantages
○ Reduces recruitment costs and time.
○ Enhances employee morale and retention by providing growth
opportunities.
○ Minimizes onboarding time as internal candidates are already familiar with
company culture and processes.
• Disadvantages
○ May lead to stagnation if fresh perspectives are not introduced.
○ Risk of favouritism or perceived unfairness if not managed transparently.
• RECRUITMENT FROM OUTSIDE
New Section 3 Page 2
