Summary HRM2605 Exams Summaries 2024/2025

HRM2605 Exams Summaries 2024/2025 HR - ANSWER-Job analysis and design Recruitment, selection, induction and internal staffing Appraisal, training, development and career management Compensation and health Labour relations The primary task of the HR department - ANSWER-ensure that the organisation's human resources are utilised and managed as effectively as possible HR Policies - ANSWER-HR policies are guides to management's thinking, and they help management achieve the organisations HR objectives. Policies help define acceptable and unacceptable behaviour and establish the organisation's position on an issue. issues facing HR management - ANSWER-• Employee influence • Personnel flow • Reward systems, and • Work systems Downward communication methods from management to employees - ANSWER-• Orientation sessions, • Bulletin boards, • Newsletters, briefs and • Employee handbooks Upward communication methods - ANSWER-• suggestion programs, • complaint procedures Other communication methods - ANSWER-• Electronic mail (e-mail), • Surveys • Open-door meetings Control functions - ANSWER-• Collection and analysis of hiring, selection, placement and promotion data to ensure that employment equity laws and policies are being observed • Analysis of performance appraisal records to determine if appraisals are being conducted in an unbiased manner. • Analysis of absenteeism statistics, grievances and accidents to determine where problems are most critical and what may be done to reduce them. HR and the internet - ANSWER-HRIS or Human Resources Information Systems Intranet - ANSWER-An organizational Intranet serves as an information hub for the entire organization. HR uses of the intranet - ANSWER-providing leave status information, manage succession planning, provide electronic pay slips Extranet - ANSWER-an internet-linked network that allows employees access to information provided by external entities Human Resource Information Systems (HRIS) - ANSWER-the primary transaction processor, editor, record-keeper, and functional application system which lies at the heart if all computerized HR work nature of an HRIS - ANSWER- characterised and based on an open systems model involving three main activities, namely Inputs, Transformation and Outputs. The system normally also has a form of control to monitor its functioning. HRIS benefits - ANSWER-• Improves the quality of information, • Reduces the administration burden, • Improves the speed of information, • Improves the flexibility of information, • Improves the services to employees, • Reduces HR metrics Applications of the HRIS database modules - ANSWER-Applicant tracking Module Position control module: Wage and Salary administration module Human resource planning module Skills inventory module Succession planning module Basic personnel module diversity - ANSWER-Diversity in the workplace can be generally defined as recognition of the groups of people who share common traits In South Africa and the HR field, the term diversity has 3 major working definitions - ANSWER-• The politically correct term for employment equity / affirmative action, • The recruitment and selection of ethnic groups and women, • The management of individuals sharing a broad range of common traits. HR planning - ANSWER-a process whereby the HR manager anticipates and provides for the movement of people into, within and even out of the organisation Types of HR Planning - ANSWER-proactive or reactive. choosing a narrow focus by doing only one or two HR areas. chose a route to follow, either a formal one or an informal route. Planning Horizon - ANSWER-Objectives set out by companies are usually expressed in terms of a time frame or planning horizon; the length of time required, and the plan for accomplishing the objectives the objectives - ANSWER-• Short range objectives (1 year or less) - objective are specific • Intermediate range objectives (1 to 4 years) - objectives are specific • Long range objectives (5 to 15 years) - objectives are general. Strategy linked HRP - ANSWER-is the process through which company goals as put forth in mission statements and company plans are translated into HR objectives HR managers to be successful, the following is important; - ANSWER-• HR managers need to be knowledgeable about the company. • The HR manager will need to demonstrate their competence and expertise to line managers. • Developing the necessary linkages between HR planning and strategic company planning Why is SHRP so important - ANSWER-Linking HR planning with the company planning process will facilitate the organisation's ability to successfully pursue a given number of strategic objectives and initiatives and as a result create a competitive advantage. Elements of Strategic Human Resource Planning - ANSWER-HR Objectives, and HR Plans. HR Objectives - ANSWER-state what is to be achieved with regards to the organisation's human resources HR Plans - ANSWER-can be thought of as a blue print for action Steps in the SHRP Process - ANSWER-Situation analysis. HR demand analysis. Strategy development. Succession planning. pitfalls in SHRP - ANSWER-The identity crises. Top management support. Size of effort. Coordination with other functions. Integration with company plans. Non-involvement of operating managers. The technique trap. HR Research - ANSWER-the collection and investigation of facts related to HR problems in order to eliminate or reduce those problems uses of HR research - ANSWER-• The measurement and evaluation of present conditions, • The prediction of conditions, events and behavioural patterns, • The evaluation of current policies, programmes and activities, • The discovery of rational bases for revising current policies, programmes and activities, • The appraisal of proposed policies, programmes and activities Types of research - ANSWER-basic or applied Basic Research - ANSWER-pure research, is undertaken simply to advance knowledge in a particular field or to gather information about a given subject Applied Research - ANSWER-is conducted to solve a particular problem, its results may be put to immediate use Researchers - ANSWER-Private organisations Government Personnel associations Universities Many firms require HR professionals to perform research as part of their normal job such as: - ANSWER-• Evaluating training and development programmes (T & D), • Conducting periodic wage and salary surveys, • Predicting future HR staffing requirements, • Conducting surveys of employee attitudes, • Performing studies of employee productivity, • Validating selection and testing instruments Specialised research / studies include - ANSWER-• Investigation of extraordinarily high employee grievances in a particular manufacturing department, • A programme to reduce absenteeism among clerical personnel, • Evaluation of changes in a labour-management agreement that may affect employee productivity, • Development of a special performance appraisal method for sales personnel Research Techniques - ANSWER-• Surveys • Exit interviews • Historical studies, and • Controlled experiments work - ANSWER-the effort directed towards producing and accomplishing results. job - ANSWER-a grouping of tasks, duties and responsibilities that constitute the total work assignment for employees. Workflow Analysis - ANSWER-studies the way in which work moves through an organisation, and usually starts by examining the desired and actual outputs of goods and services in terms of quantity and quality. The activities (tasks and jobs) that lead to the outputs are evaluated to see if they can achieve the desired outputs. Lastly the inputs (people, material, information, data, equipment, etc...) are evaluated to determine if they make the outputs and activities more efficient and effective. The purpose of business process re-engineering - ANSWER-is to improve activities such as product development, customer service, and service delivery External organisation factors - ANSWER-environmental uncertainty, available technology and the profile of the labour market within which the organisation operates Internal organisational factors - ANSWER-the management and leadership style as well as the technology available within the company job design. - ANSWER-determines how work is performed which greatly affects how the employee feels about the job, how much authority and decision - making power the employee has over the work and how many tasks the employee should complete job design. - ANSWER-Job design determines the working relationship between managers and their employees as well as the relationship between employees themselves. Job design determines the nature of social relationships that exist on the job, as well as the relationship between the employee and the work. three approaches to job design - ANSWER-specialisation-intensive / engineering approach, motivation-intensive. socio-technical approach. Specialisation-Intensive jobs - ANSWER-characterised by jobs with very few tasks that are repeated often during the workday. management's role in the job design as a three step process - ANSWER-determines the best way of performing the job. hires individuals according to their abilities. trains workers in the one best way the job should be performed. The problem of overspecialisation - ANSWER-Jobs are narrowly designed to achieve standardisation, simplification and division of labour. Maximum efficiency is the main objective Overspecialisation hampers what people can do - ANSWER-Repetition. Mechanical pacing. No end product. Little social interaction. No input. Job dimensions. job scope - ANSWER-how long it takes a worker to complete the total task. job depth. - ANSWER-how much planning, decision-making and control the worker executes during the total job. Motivation-Intensive jobs - ANSWER-creates enough interest to motivate workers yet remains simple enough for most members to perform Motivation-Intensive job types - ANSWER-rotation.(of shifting an employee from job to job) enlargement.(increasing the number of tasks performed,does not increase the depth of the job) enrichment.(jobs are redesigned in both scope and depth) task identity - ANSWER-the worker can see the process through from start to finish The socio-technical approach - ANSWER-This approach derives from extensive action research in both public and private organisations. That an organisation or work unit is a combined, social-plus-technical system (socio-technical), and that this system is open in relation to its environment. multi-skilling - ANSWER-Members are often expected to perform and rotate to do more than one job for the team the problem-solving team - ANSWER-consists of volunteers from a unit or department who meet for one or two hours per week to discuss quality improvement or improvement in the work environment special purpose team - ANSWER-consists of employees who span functional or organisational boundaries. Their purpose is normally to examine complex issues such as introducing new technology Total Quality Management - ANSWER-TQM is an organisation-wide approach that focuses on the quality of all processes that lead to the final product or service. TQM pitfalls - ANSWER-Improper implementation and lack of support. Insufficient focus on results Ergonomics - ANSWER-when the human factor is taken into consideration when designing workstations and machinery/equipment operated by people. Ergonomic design - ANSWER-Posture,The back,The hand,The environment Productivity - ANSWER-significantly relevant to achieving corporate goals Productivity three major components - ANSWER-Utilization. Efficiency. Effectiveness. requirements for sound productivity measurement - ANSWER-The measurement should be understood or at least trusted by those being measured. All resources and operations within the business must be included. Ideally the results should indicate who or what is being measured. The results must give clear signals to management for action to improve profits. Job analysis - ANSWER-the process by which management systematically investigates the tasks, duties and responsibilities of the jobs within an organisation Job analysis process - ANSWER-includes investigating the level of decision making by employees within a job category, the skills employees need to do a job adequately, the autonomy of the job and the mental effort required to perform the job. importance of job analysis - ANSWER-Job analysis and subsequent changes in job descriptions are a core management issue Job analysis process - ANSWER-job review or job classification the steps when conducting a job analysis - ANSWER-Determine the purpose for the job analysis Identify the jobs to be analysed Determine the data collection method Explain the process to employees and involve them Collect job analysis information Process the job analysis information Review and update frequently South Africa format in conducting a job analysis - ANSWER-includes a committee review, information collection, choosing a job analysis method(s), product completion and updating Information collection in conducting a job analysis - ANSWER-General methods. Site observations. Work sampling. Interviews. specific methods for determining what job duties are being completed. - ANSWER-The job element method. Ability Requirement Scales. The Comprehensive Occupational data Analysis program. Position Analysis Questionnaire. The Management Position Description Questionnaire. Functional Job Analysis. The Common-Metric Questionnaire. The Work Profiling System. Job summary - ANSWER-a one to three line description of the essence of the job which usually starts with words such as supervises, coordinates or directs. The job summary should emphasis the primary output of the job. The recruitment process - ANSWER-1.Identify job openings. 2.Compile job requirements. 3.Decide what recruitment sources and methods to use. Obtain a satisfactory pool of applicants. Recruitment Strategies - ANSWER-non-traditional recruitment strategies traditional recruitment strategies non-traditional recruitment strategies - ANSWER-Disadvantaged training programs. Learnership/apprenticeships and mentoring programs. Career exhibitions. Tele-recruiting. Diversity data banks. Labour Market - ANSWER-the geographical area from which employees are recruited for a particular job Internal Recruitment Advantages - ANSWER-Increases Morale Knowledge of personnel records Chain effect of promotion Need to hire only on entry level Usually faster, and less expensive Internal Recruitment Disadvantages - ANSWER-Unhealthy competition amongst employees Inbreeding resulting in no new ideas developing Morale problem for those not promoted Strong management development programme needed External Recruitment Advantages - ANSWER-Applicant pool is greater New ideas, contacts Reduces internal fighting Minimises Peter Principle External Recruitment Disadvantages - ANSWER-Destroys incentive for employees to strive for promotion The individual's ability to fit in with the rest of the organisation is unknown Increased adjustment problem external recruitment methods - ANSWER-direct applications, employee referrals, campus recruiting, employment agencies, overtime and temporary help. methods of internal recruitment - ANSWER-bidding and job posting aspects must be in place before engaging in the selection process - ANSWER-1) Organisational goals 2) Job Design 3) Job success criterion 4) Job specification 5) Selection instruments the steps involved in the selection process - ANSWER-1) Initial screening 2) Application blank 3) Pre-employment testing 4) Interviews 5) Reference checks 6) Medical Examination Orientation - ANSWER-as the process by which employees are transformed from being complete outsiders, to participating as effective members of an organisation Orientation Objectives - ANSWER-Acquainting new employees with job procedures. Establishing relationships with co-workers. Creating a sense of belonging and position within company. Acquainting new employees with goals of organisation. Show employees preferred means of how goals to be attained. Identifying the basic responsibility of the job. Indicate the required behaviour patterns of effective job performance. Benefits of orientation - ANSWER-reduce the adjustment problems of new employees by creating a sense of security, confidence and belonging for them Result from on effective orientation programme - ANSWER-Higher job satisfaction Lower labour turnover Improved safety Greater commitment to values and goals Higher performance as a result of faster learning times Fewer costly & time -consuming mistakes Reduction in absenteeism Better customer service Improved manager/subordinate relationships Better understanding of company policies, goals and procedures Reasons for the lack of effective orientation - ANSWER-• Supervisors lack time or ability • Organisations don't regard anxiety & stress as primary cause of labour turnover • Organisations regard effective recruitment, selection, training & development as substitutes for orientation • Orientation programs lack key components • More aim is focused on practices & procedures instead of loyalty and commitment to organisation • Transferred or promoted persons are not subjected to orientation programmes • Orientation programmes are not followed up • Orientation programs concentrate on promoting the image of organisation types of employee orientation - ANSWER-Formal orientation Informal orientation Problems with orientation programmes - ANSWER-• Too much emphasis on paperwork. • Information overload • Scare tactics • Too much selling of the organisation • Emphasis on formal one-way communications • One-shot mentality • No diagnosis or evaluation of the programme • Lack of follow-up Types of internal staffing strategies - ANSWER-Pure selection strategy Vocational guidance strategy Continues