Human Resource Management & SA Labour Legislation PDF

Chapter 12 Human resource management and the SA labour legislation framework Learning outcomes Describe Describe the basic steps involved in human resource planning Explain Explain how companies use recruiting to find qualified job applicants Describe Describe the selection technique...

Chapter 12 Human resource management and the SA labour legislation framework Learning outcomes Describe Describe the basic steps involved in human resource planning Explain Explain how companies use recruiting to find qualified job applicants Describe Describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers Describe Describe how to determine training needs and select the appropriate training methods Discuss Discuss how to use performance appraisal to give meaningful performance feedback Describe Describe basic compensation strategies and how they affect human resource practice Describe Describe the role of the human resource function in organisations Explain Explain the contribution human resource management can make to the effectiveness of an organization Learning outcomes (continued) List and explain List and explain the different content theories of motivation. Explain Explain the contribution human resource management can make to the effectiveness of an organisation Provide Provide an outline of who is responsible for human resource management List and explain List and explain the different content theories of motivation Discuss Discuss the process theories of motivation Evaluate Evaluate the different motivation strategies Understand Understand the importance of the Constitution of the Republic of South Africa, 1996 Describe Describe the impact of the Acts on the management of human resources in organisations. Provide Provide an outline of who is responsible for human resource management The relationship between line management and the HR department The HR function HR functions as a strategic partner Improve skills base of employees and contribute to the profitability of the organisation Every manager in the organisation should realise the importance of recruiting, selecting, training, developing, rewarding, assisting and motivating employees Integration and teamwork are essential for organisational success.  HR management and organisational effectiveness The Effective organisations must have a vision, a mission strategy, organisational structure and relationship human resources Successful companies have the following HR between line management attributes: Primary benefits (monetary benefits) management Secondary benefits and working conditions (non-monetary benefits) and the HR Training and development Career development department Company culture and diversity  HR management and organisational effectiveness (continued) The Contribution of HR to organisational effectiveness should include: relationship Assisting everybody to reach goals Efficient use of skills and abilities between line Training and motivating employees Job satisfaction and self-actualisation management Desirable quality of working life Maintaining ethical policies and socially responsible behaviour and the HR Managing change to the mutual advantage of individuals and public department Executing HR functions in a professional manner Involvement in strategic decision making and strategy formulation. HR Planning Can be divided into three phases: Phase 1: identify the work being done in the organisation. Phase 2: human resource forecasting Phase 3: the human resource plan  Phase 1: Identify the work being done in the HR planning organisation. JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATION Process used to investigate Written format listing Details knowledge, skills and the tasks, duties and contents of the job abilities relevant to the job responsibilities of a job in an organisation  Phase 2: Human resource forecasting Factors to consider during forecasting: HR planning Economic growth New developments in the business (continued) The labour market.  Phase 3: The human resource plan Purpose of this plan is to provide concrete guidelines and steps that indicate how the HR planning business’s short-, medium- and long-term human resource requirements can be provided for. (continued) It answers the question “What must we do today to be prepared for tomorrow?”  Recruiting from inside Recruiting from outside The recruitment procedure Recruiting methods: Recruitment through advertisements Finding qualified Recruitment through private employment/recruitment agencies talent Recruitment through existing employees Recruitment though personal approach Recruitment through radio, TV and the internet Sundry recruiting strategies  Talent selection Selection is the process of determining which individuals are best suited to fill positions in Finding qualified the organisation. Selection process talent Application and short listing Intensive assessment (continued) Psychological testing Diagnostic interview Final selection Onboarding. Developing talent Human resources development (HRD) Development methods: On-the-job training and development Away-from-the-job training and development The danger of the ‘shotgun’ approach to development Performance appraisal Retaining talent Compensation of employees Types of compensation Direct compensation Indirect compensation Reward The amount of compensation External comparison (salary survey) Internal comparison (job evaluation) Factor-comparison Motivating employees Employee motivation Motivation in the workplace Four content approaches to motivation: Maslow’s hierarchy of needs Alderfer’s ERG theory Herzberg two-factor theory McClelland’s theory of needs. Motivating employees (continued)  Employee motivation (continued) Implications of content-based approaches Motivating employees Process approaches to motivation (continued) Expectancy theory Equity theory and organisational justice Goal-setting theory and feedback Implications of process-based approaches Motivating employees (continued) Employee motivational strategies Job design Employee involvement programmes Management-by-objectives (MBO) strategies Intrapreneurial incentives Training and education Employee-recognition programmes Empowerment programmes Reward systems Career management. Labour legislation that has an impact on the workplace The Constitution of the Republic of South Africa Act (No. 108 of 1996) Most important piece of legislation in South Africa Sets out structure of state Bill of Rights (Chapter II) Section 23 relates specifically to labour rights Labour legislation that has an impact on the workplace (continued) Laws affecting business activities Laws to regulate the form and functioning of businesses Companies Act (No. 71 of 2008) Labour Relations Act (No. 66 of 1995) (LRA) Basic Conditions of Employment Act (No. 75 of 1997) (BCEA) Employment Equity Act (No. 55 of 1998) Labour legislation that has an impact on the workplace (continued) The Labour Relations Act (No. 66 of 1995) The purpose of this Act is to give effect to and regulate the fundamental rights contained in the Bill of Rights, and provide the framework in which employees, their trade unions, employers and employer’s organisations can engage in collective bargaining and formulate industrial policy. Labour legislation that Participants in labour relations has an impact on the workplace (continued) Labour legislation that has an impact on the workplace (continued) Communication: Grievances and disciplinary aspects The grievance procedure An employee’s response to the real, perceived or alleged breach of the terms of the employment contract The disciplinary procedure The principles underlying disciplinary procedure are: Employer’s right to take disciplinary action against an employee who breaches conduct in the workplace Employee’s right to a fair procedure. Labour legislation that has an impact on the workplace (continued) The Basic Conditions of Employment Act (No. 75 of 1997) The overall purpose of this Act is to advance economic development and social justice in South Africa. It also gives effect to and regulates the right to fair labour practices conferred by section 23 of the Constitution of 1996. Furthermore, it establishes and enforces the basic conditions of employment and regulates the variation of basic conditions of employment. Labour legislation that has an impact on the workplace (continued) The Employment Equity Act (No. 55 of 1998) The main aim of this Act is to do away with all forms of discrimination in employment in South Africa by promoting equity and non-discrimination in the employment sector. The overall purpose is to achieve equity in the workplace. Labour legislation that has an impact on the workplace (continued) The Skills Development Act (No. 97 of 1998) The aim of this Act is to develop the skills of South African human resource planning, and to increase the levels of investment in education and training in the labour market. Labour legislation that has an impact on the workplace (continued) Skills Development Levies Act (No. 9 of 1999) The purpose of this Act is to provide for the imposition of a skills development levy. Labour legislation that has an impact on the workplace (continued) The National Qualifications Framework Act (No. 67 of 2008) The objectives of this Act is to create an integrated national framework of learning achievements, to contribute to the full development of learners, and to enhance the quality of education and training. Labour legislation that has an impact on the workplace (continued) Structure of the NQF Labour legislation that has an impact on the workplace (continued) The Occupational Health and Safety Act (No. 85 of 1993) The main purpose of this Act is to protect employees by ensuring a healthy and safe work environment. Labour legislation that has an impact on the workplace (continued) The Compensation for Occupational Injuries and Diseases Act (No. 130 of 1993) The aim of this Act is based on the principle that compensation will be paid to an employee if an injury has been caused by an accident arising out of and in the course of the employee’s employment. Labour legislation that has an impact on the workplace (continued) The Unemployment Insurance Act (No. 63 of 2001) The Act provides for the payment of benefits for a limited period to people who are ready and willing to work but are unable to get work for whatever reason. Labour legislation that has an impact on the workplace (continued) The Employment Services Act (No. 4 of 2014) The Act aims to repeal all employment services’ provisions contained in the Skills Development Act (No 97 of 1998) and to provide for a range of measures to promote employment and also regulate the employment of foreigners. Labour legislation that has an impact on the workplace (continued) The Protection of Personal Information Act (No. 4 of 2013) (POPI) The main purpose of the Act is to give effect to the constitutional right to privacy by safeguarding personal information when processed by responsible party and subject to justifiable limitations. Summary Activities associated with the HR function of the organisation Recruitment and selection of talent, HR planning and job analysis Importance of motivation and ways to motivate Legal environment that influences HR managers and organisation Overview of labour laws that managers and HR practitioners need to implement.