Introductory Personnel Management N4 3
Group activity 3 E
In your groups, prepare a short presentation covering the following aspects
of communication:
(a) What is communication?
(b) Communication process.
(c) Upward, downward and horizontal communication.
(d) Formal and informal communication.
(e) Why communication is important in an organisation.
3.3 Career development
Career development is a concept that drives the development of people in
the organisation. Remember, people are the organisation’s biggest asset. If
they are developed effectively and continuously, it will ensure the continuous
competitiveness and profitability of the organisation.
3.3.1 Meanings and definitions
There are a few important concepts that need to be understood in terms of the
Career Development of people. These concepts are discussed below:
143
Module 3: The Human being as employee in the enterprise
1. Career
Definition
A career is defined as ‘the series of jobs that a person has in a particular
area of work, usually involving more responsibility as time passes’.
Every person in an organisation has their own
career, driven by their interests, experiences and
education. Most employees start their career in a
simple, low-paid position and move their way up
the ‘career ladder’ to higher, more complex and
higher paid jobs. All these jobs together makes up a
person’s career.
Having an enjoyable and stimulating career is key to ensuring employee
motivation and job satisfaction in the
organisation. Remember, a happy
employee is a productive employee.
Organisations must therefore ensure
that they pay particular attention to
the career plan of employees, and
assist them wherever they can, to
reach these career goals and
objectives, while still aiming for organisational goals and objectives.
Example: Alistair is a 30 year old male who started his career as a
car guard at Pick ‘n Pay at the age of 18. After a few months of hard
work Alistair was moved to a till-packer, closely thereafter a cashier
inside the store, where he got a higher wage, more responsibilty and the
opportunity to engage with colleagues and customers. When he was 25
years old, his manager sent Alistair on training to become a frontline
supervisor. Alistair wants to end his career at Pick ‘n Pay as a store
manager in his near future.
2. Career expectations
Definition
Career expectations are defined as ‘the expectations a person has of his
job and his career going into the future; desire for growth, movement and
progression in career’.
144
Introductory Personnel Management N4 3
Every person that joins an organisation as an employee has certain
expectations. These expectations include what they expect for their job, their
future career and also what they expect from the employer. Some of these
expectations include: Career Growth, Training and Development, Performance
Management, Support and Guidance, Feedback
and Communication. All of these expectations
focus on increasing the quality of life and
employment of the individual.
The main reason why an employee accepts
employment is because they have certain needs
and wants that they want satisfied, including an
income to take care of their family, job security,
self-esteem needs and finally, self-actualisation.
Through employment, employees expect these needs to be met.
These expectations drive their motivation and productivity in the workplace. If
an employee’s expectations of the job and his employer are not met, he will be
left disappointed, despondent and unproductive. Organisations therefore need
to consider employee career expectations regularly, to ensure that they are
met and that employees continue to be productive and satisfied on the job.
3. Career path
Definition
Career path is defined as ‘the growth of an employee within an
organisation; moving from one position to another, normally more complex
in nature’.
One of the expectations of employees in the workplace is their need for
growth, challenge and eventually, self-actualisation. This expectation is evident
in the career path employees set out for themselves. Most employees have a
clear idea as to where they see their career going,
what they still want to achieve, and how they would
like to move from one position to another in an
attempt to grow and better their skills and
experiences.
Choosing a career and a career path is a continuous
process. Most people choose their careers while
they are still very young, pursuing studies and a job
in their field of interest.
145
Module 3: The Human being as employee in the enterprise
Others do not find it so easy; they jump from one job to another in search of
their ideal career or that something that just makes them ‘tick’. Some people
may have the ability to do the job, but because it is not their passion, they
do not enjoy their job, making their career seem meaningless. This has the
potential to cause job dissatisfaction, demotivation and low productivity
levels in the organisation. The important thing for any person deciding on a
career path is to determine which career will suit their personality, interests,
weaknesses, strengths and abilities. Once their ideal career has been identified,
they can pursue further study or they can start looking for employment in their
field of interest.
Organisations can assist employees in determining their career needs and help
them plan their possible career path within the workplace. The speed and level
of development or advancement in the organisation will greatly depend on
employee performance and the available positions in the workplace.
Remember
Remember, a natural career path is the natural sequence of job promotions
for the field of interest of the employee.
Example:
The natural career path for an aspiring HR professional could include the
following:
•• Student
•• HR Intern or graduate trainee
•• Trainee HR generalist or Specialist
•• HR generalist or specialist in the field of training, recruitment
employee relations etc
•• HR business partner or manager
•• HR director or head of department
4. Training
Definition
Training is defined as ‘the process of learning the skills you need to do a
job’.
146
Introductory Personnel Management N4 3
In order for an employee to grow within his job and the organisation, in an
attempt to achieve the career path he has set out for himself, it is important
that he stays up to date with the inherent
requirements, knowledge and skills of his
job. This can only be achieved through
training.
Training is key to learning new skills and
attitudes on the job and is a vital part of
the career path of an individual. Before
employees can move from one position to
another, they might be required to receive
extra training to prepare them for the
new role that they want to fulfil. This training can take the form of classroom
training for theoretical background or knowledge, or on-the-job training, where
they physically learn the skills that they need to do the job.
Example:
Thabo is high performing Human resources intern, and has the goal of
becoming a skilled trainer in his next position. In order to be promoted
to a trainer, he needs to undergo a battery of training sessions. this
training includes : facilitation skills, assessor and moderation skills,
coaching and mentoring and human behaviour. Thabo has approached
his manager to request this training in an attempt to prepare himself
for the potential role in the future.
5. Development
Definition
Development is defined as ‘the gradual growth of something or someone
so that it becomes more advanced, stronger, etc.’.
Employees expect their employers to provide them with enough training and
development opportunities in order to
achieve their career goals and objectives.
Training is only one element of this
expectation. Development entails much
more than just attending a training
session or going on a course outside the
organisation.
147
Module 3: The Human being as employee in the enterprise
Development is about challenge, stimulation and rapid growth, under the
skilful and experienced hand of a mentor or coach within the organisation.
Through the deliberate development of employees, organisations can attempt
to increase worker morale, productivity and self-actualisation in the workplace,
which will ultimately benefit the organisation in productivity, competitiveness
and profitability.
Development entails a combination of carefully picked training sessions,
a relationship with a coach or mentor and challenging opportunities in the
workplace. Through the proper development of employees, organisations can
ensure that employee turnover remains low, that they have a succession plan
with qualified and trained employees and that they remain competitive and
profitable in the market.
6. Career management
Definition
Career Management is defined as ‘the lifelong, self-monitored process
of career planning that involves choosing and setting personal goals and
formulating strategies for achieving them’.
Through career management, there is a combined effort to achieve
organisational goals and objectives, while also advancing employees’ career
goals. Organisations must attempt to match employees’ career needs and
abilities to the goals and objectives of the
organisation, which includes career planning and
career development.
The career management of employees starts
off with hiring the person in the correct job,
matched to his skills, experience, interests
and personality. This would lead to a happy
employee who is satisfied on the job and driven
to be productive. Career management is a joint
responsibility between the employer and the
employee. Just as much as the organisation has
the responsibility to train and develop employees for career advancement,
employees have the responsibility to manage their own career through making
themselves available for these development opportunities and continuously
perform in their current jobs. Through this combined effort, organisations will
reach their goals and employee will be satisfied, motivated and productive.
148
Introductory Personnel Management N4 3
3.3.2 Career planning and development
Organisations want to ensure that their employees are happy and satisfied
in their jobs in order to ensure their continued loyalty, productivity and
effectiveness in the workplace. This can only be done in a combined effort of
career planning and development, which is part of the career management
process.
1. Career development
Definition
Career Development is defined as ‘an ongoing process of managing a
person’s life, learning and work; it involves developing the skills and
knowledge that enable a person to plan and make informed decisions
about their careers’.
Employees have a clear and well planned career path in mind when they
join an organisation. They are willing to work hard and to be trained and
developed in order to achieve the career path they have planned. Just as
with career management, this is also a joint effort between employees and
their employers. An employee must want to be developed and want to grow
in their careers in order for organisational development plans to succeed.
Organisations will help employees develop their careers through performance
appraisals and feedback throughout the year.
Career development is a life-long process where
a person’s work identity is formed. Once a
person has identified the career which they want
to pursue, they must get the required education
and training, then apply for and get a job, and
ultimately advance in it. For most people, just as
with career management, this will also include
changing careers and jobs a few times.
While most individual go through the process
of career development on their own, almost
everyone can benefit from getting career guidance from their employer.
Through proper career guidance, employees are more prone to develop a
satisfying and challenging career path in the organisation. Career guidance can
take place regularly through means of interaction with HR professionals, career
counsellors, mentors and coaches in the organisation.
149
Module 3: The Human being as employee in the enterprise
2. Career planning
Definition
Career planning is defined as ‘a process of systematically planning a career
by matching career goals and individual capabilities with opportunities in
the organisation; enhancing an employee’s future value’.
Career planning is crucial as part of the career management of employees in
the workplace. It encourages employees to explore and gather information
about their future careers, helping them develop competencies, make
decisions and set career goals for
themselves. Career planning is an ongoing
process that helps individuals to plan
their careers and develop the skills
required to fulfil various career goals. It
defines their life, career, abilities and
interests, while also strengthening
work-related activities in the organisation.
An employee is mostly responsible for planning his or her own career.
Supervisors and managers can provide employees with assistance in the
planning process and drawing up a career plan.
Definition
A career plan is defined as ‘a plan for an employee’s career, including short-
term and long-term goals and objectives for achieving this plan’.
Every employee is different and will therefore also have a different career plan
for their future in the organisation. Each employee must ask himself/herself
the following questions:
•• What career do they want?
•• What type of education or skills do they need to apply for a job in that
career field?
•• What steps will help them get the skills needed for this career?
•• What other information do they need to move ahead with their career?
By answering these questions, employees will start to piece together all the
requirements of their dream career, which will help them to plan their career
within the organisation.
150
Introductory Personnel Management N4 3
Table 027. Steps need to be followed by employees in developing a career plan:
151
Module 3: The Human being as employee in the enterprise
3.3.3 Self-development
Definition
Self-development is defined as ‘the process of developing the self in an
effort toward self-actualisation’.
Self-development refers to the need to better oneself in life and within the
organisation. It involves the acquisition of skills, behaviours and attitudes in an
attempt to grow as an individual, in a career and within an organisation. Just as
with career development, self-development is mostly the responsibility of the
individual, with the guidance, support and motivation from a mentor or coach.
Self-development is not only focused on developing the self for the benefit of a
career, but also the development of personal
attributes, potential, identity and personality
over time. It is an attempt to personal growth
as an individual, enriching personalities and
motivations of individuals. Self-development
has the added benefit of life-long learning
which adds value to employee goals and
organisations objectives over time.
Individual activity 3 I
(a) Draw a mind-map summary in your workbook covering the whole
section of career development. Focus on the following areas:
•• Concepts and terms
•• Career management
•• Career planning
•• Career development
•• Self-development
Use this mind-map to prepare for your next formal test.
152
Introductory Personnel Management N4 3
Individual activity 3 J
In your workbook, after you have completed this module, reflect on the
following questions:
(a) Which part of this module did you most enjoy? Why?
(b) Which part did you find most challenging? Why?
(c) What did you learn from this module?
(d) On a scale from 1 to 10 (1 being the lowest and 10 being the highest),
score your level of comfort and understanding of this module.
(e) If your score was below 5, what would you do to improve your
understanding of this module?
(f) If your score was above 5, what would you do to improve your learning
even further?
3.4 Conclusion
This module comprehensively covered the topic of the human being as an
employee in the organisation. It covered three broad areas: The behaviour of
individuals and groups, Interpersonal and Organisational Communication and
Career Development. Basic concepts, such as
motivation, psychology, expectations, abilities
and traits, performance goals and attitudes
have been discussed, together with other
aspects, such as a the nature of individual
differences and the meaning of interpersonal
relations.
Communication as a crucial element in human behaviour was discussed in
great detail, including the different types and directions of communication,
as well as why it is important in the organisation. The last section on career
development focused on career management, career planning, career
development and self-development in the workplace.
3.5 Module Summary
See Figure 5. Module 3 – Structure
153
Module 3: The Human being as employee in the enterprise
Homework Assessment 3
(a) Identify whether the following statements are true or false by making a
cross in the relevant box:
Statement True False
1. People are always motivated to work hard in an
organisation.
2. Conflict can be positive and negative.
3. People learn because they want to earn more
money
4. The external environment has no impact on
employee job satisfaction..
5. Staff can be motivated to work hard by giving
them extra time off.
(5 x 2) [10]
(b) Identify whether the following statements are true or false by making a
cross in the relevant box:
1. Motivation (2)
2. Expectations (2)
3. Abilities (2)
4. Traits (2)
5. Performance (2)
6. Goals (2)
7. Attitudes (2)
8. Self-esteem (2)
9. Potential (2)
10. Psychology (2)
[20]
154
Introductory Personnel Management N4
(c) Read the questions carefully and then answer it as comprehensively as
you can:
1. Explain the nature of individual differences in your own words. (5)
2. What is the meaning of interpersonal relations in the
workplace? (2)
3. List five characteristics of groups. (5)
4. Differentiate between formal and informal groups in a table. (10)
5. Illustrate the benefits and problems that can be experienced
with groups. (10)
6. Why is leadership important in an organisation? (4)
7. Explain the difference between upward, downward and
horizontal communication. (6)
8. Differentiate between formal and informal communication
channels. (8)
9. Explain career planning as part of the career management
process. (10)
10. Illustrate the difference between career development and self- 3
development. (10)
[70]
Total: [100]
155
Module 4: The management of human resources in an organisation
The management of
4 human resources in
an organisation
Learning objectives
After studying this module students should be able to:
•• Explain the following subject terminology in your own words:
♦♦ Unemployment levels
♦♦ Labour market
♦♦ Working conditions
♦♦ Line, staff and personnel functions
♦♦ Task, job, career and occupation
•• Explain the following terms briefly by referring to their place in the
human resources provision process:
♦♦ Job analysis
♦♦ Job description
♦♦ Job specification
•• Describe briefly the recruitment process referring to possible source.
•• Explain the screening and selection process in a pragmatic manner.
•• Define the meaning of placement and induction programmes in their
own words.
•• Describe the following activities of the personnel department in a
pragmatic manner:
♦♦ Performance appraisals.
♦♦ Compensation management.
156
Introductory Personnel Management N4
•• Explain the meaning of the following terms briefly:
♦♦ Employee benefits and services
♦♦ Motivation and work satisfaction
•• Discuss the reasons for employee training and development.
•• Define the concepts effectiveness and productivity in the workplace.
•• Describe the nature of training and development in the work
environment.
•• Differentiate between different types of training and development
referring to both on-the-job and off-the-job training.
This module is structured in the following way:
Unit 4.1 Terms and Unit 4.2 Human Unit 4.3 Human Unit 4.4 Human
concepts resources provision resources resources
maintenance development
•Unemployment, •Job analysis, Job
labour market, description and Job • Performance •Reasons for training
working conditions Specification appraisals and and development
compensation
•Line, staff and •Recruitment management •Effectiveness and
personnel functions process productivity
•Employee benefits
•Task, job, •Screening and and services •Nature of training
career/occupation selection process and development
•Motivation and
•Placement and work satisfaction •Different types of
induction training and
development
Figure 006. Module 4 – Structure
By now you should be quite familiar with the notion that people are an 4
organisation’s biggest asset. Without people doing the work in an organisation,
no business can flourish. The human
resources department is responsible for the
management, development, and
maintenance and provisioning of people in
the organisation. They have a big
responsibility to be a partner to the business,
while at the same time keeping the interest
of the workers close at heart.
They support the productivity in the organisation by ensuring that they appoint
the right people, with the right skills, in the right jobs, at the right time. They
ensure effective operations by training and developing staff to perform their
jobs optimally.
They retain staff by making sure that they are adequately rewarded for their
efforts, have enough benefits and that it all adheres to relevant legislation.
157
Module 4: The management of human resources in an organisation
The human resources department is therefore a very important link between
management and staff – one part has to serve the goals and objectives of the
organisation, the other part has to look after the needs, motivation and morale
of employees. The HR Department therefore serve numerous functions in the
organisation, including most of the following:
•• Recruitment and selection
•• Placement and induction
•• Training and development
•• Coaching and mentoring
•• Employee health and wellbeing
•• Labour relations
•• Compensation and benefits
•• Performance and talent
management
•• Payroll and administration http://learn.latpro.com/cartoon-4/
From the above list of function, it
is evident that human resources
is a multi-faceted support function, supporting not only operations in the
organisation, but also employee relations. People with varying personalities
have found their careers in human resources – there is a function for everyone.
Group activity 4 A
Discuss the following questions in your groups:
(a) What is the role of HR in an organisation?
(b) Why do you think human resources departments are so important in an
organisation?
(c) Look at all the different HR functions – what do you think are the main
focus of each?
(d) If you could choose, which HR function would you like to make your
career and why?
(e) Consider the cartoon above – do you think HR is an easy job? Motivate
your answer.
158
Introductory Personnel Management N4 4
4.1 Terms and concepts
In order to better comprehend the roles and responsibilities of human
resources departments and to manage human resources better in the
organisational setup, it is important to have a clear understanding of the
following concepts:
1. Unemployment levels
Definition
Unemployment is defined as ‘the number of people without a job; the
number of people looking for employment, but cannot find a job’.
Unemployment is a massive problem in South
Africa. In the third quarter of 2015, the
unemployment levels rose to 25.5% - this means
that more than a quarter (1 out of every 4) of
South Africa’s people are looking for employment,
cannot find a job. Youth unemployment was at a
staggering 63.1% in 2015, and was expected to
rise dramatically in the next couple of years.
These unemployment levels pose a huge threat to South Africa’s economy,
as these people are dependent on Government for grants, medical care and
schooling, while not contributing towards the finances of the country. Many
young graduates are without employment due to legislation barriers, due to
satiety of the job market, being overqualified or because they studied into
a career field that is not currently in demand. This leads to demoralised,
unmotivated youth in South Africa.
159
Module 4: The management of human resources in an organisation
2. Labour market
Definition
Labour Market is defined as ‘the supply of available workers (skilled or
unskilled) in relation to available work; where workers and employers
interact with each other’.
The labour market in South Africa is very volatile. It is greatly influenced by the
demand and supply of labour available in the market.
•• Demand for labour – The amount of jobs available in the market;
therefore the number of employers with vacancies in their organisations.
•• Supply of labour – The amount of people, with the right skills and
experience, available for work opportunities in a country.
In South Africa there is a high demand for skilled, experienced and qualified
workers, especially in Medicine, Engineering and Management Sciences. The
reality, unfortunately, is that the bulk of the supply of labour in South Africa, is
unskilled, untrained and uneducated workers. This causes a lot of challenges
for organisations in hiring the best talent with the right skills, experience and
knowledge. Because there is a shortage of skilled workers, there is a war for
talent amongst employers in finding the best candidate in the labour market
to join their organisation. The labour market, therefore, is not just focused
on the people available for work, but also the requirements by employers for
vacancies in their organisations.
3. Working conditions
Definition
Working conditions is defined as ‘the condition in which an individual has
to work, including amenities, physical environment, stress and noise levels,
degree of safety, etc.’
160
Introductory Personnel Management N4 4
The working conditions at an organisation plays a big part in the overall
happiness and satisfaction of employees in the workplace. Employees will only
be happy, productive and motivated to work if their working conditions comply
with most of the following requirements:
•• It must be safe and conducive to the
health of employees.
•• It must include regular breaks away
from the work station.
•• Employees want to get regular rest
periods.
•• Employees want to be adequately
remunerated for their work efforts.
•• Conditions must be supportive,
challenging and stimulating.
•• There must be regular
communication and feedback.
•• There must be opportunities for
growth, training and development.
•• Some employees need job security in the workplace.
4. Line, staff and personnel functions
Definitions
Line function is defined as ‘the function in an organisation that has to do
with the production of goods and services, managed by the line manager
or HOD’.
Staff function is defined as ‘the support function guiding line functions
and speciality functions in the organisation, such as the IT department or
Finance Department’.
Personnel function is defined as ‘the function that manages all staff related
matters in the organisation’.
The above three functions are interlinked within an organisation. No
department should function in isolation, but work together in unity to help the
organisation meet its goals and objectives.
The line function is mostly responsible for producing the products and services
required by the organisation. However, they cannot do this on their own.
161
Module 4: The management of human resources in an organisation
They need the help of staff functions, such as IT departments, finance
departments or admin departments to lighten their load. Personnel functions
are important for dealing with any potential people issues line and staff
functions may experience, ensuring that all workers are properly trained and
equipped to do their jobs, dealing with any personal issues and basic personnel
administration.
5. Task, job, career and occupation
Definitions
Task is defined as ‘a piece of work to be done or undertaken as part of a
job; work-related activities needed to get an end-result’.
Job is defined as ‘the sum of all the tasks and duties performed in a specific
position; work for which you receive regular payment’.
Occupation is defined as ‘a job or profession’.
A career is defined as ‘the series of jobs that a person has in a particular
area of work, usually involving more responsibility as time passes’.
The above four concepts are integral to the role of an employee in an
organisation. Each person is employed in a particular job, which is broken down
in various tasks, duties and responsibilities. An employee is paid for the job he
is performing as part of his occupation. A career is a series of all the paid jobs
or occupations a person has held within an organisation during his lifetime.
162
Introductory Personnel Management N4 4
Example:
Lets breakdown the task/duties, job, occupation and career of a teacher:
•• Task: Basic administration, such as marking test and
assignments.
•• Job: Grade 8 Business Studies teacher.
•• Occupation: high school Educator.
•• Career: Education - student, junior teacher, senior teacher,
head of department, principal of the school.
As an aspiring human resources professional, it is important to be familiar with
the above concepts and understand how it
impacts the management of people in the
organisation. Each concept is integral to the
nature of people and will play a different role
in every employee that is employed.
Unemployment is a factor in the external
environment of the organisation that will
have an impact on the recruitment and
placement of employees. This will depend on the supply of skilled labour in
the labour market, which is continuously more difficult to get as a result of
the war for talent. Employees are continuously demanding improved working
conditions, which will impact their productivity and satisfaction on the job. This
requires a whole new set of management functions, not only managing what
employees produce, but also supporting and guiding all other activities in the
workplace.
Group activity 4 B
(a) In your workbooks, explain the following concepts in your own words,
with relevant examples. Also state why these concepts are important in
the management of human resources in the workplace:
1. Unemployment
2. Labour market
3. Working conditions
4. Line, staff and personnel functions
5. Task, job, career/occupation
163
Module 4: The management of human resources in an organisation
4.2 Human resources provisioning
The human resources department in any organisation has a big responsibility
in providing the business with the right people, with the right skills and
experience, in the right position at the right time. Without people, no
organisation can be a success or be profitable in the market.
Definition
Human resources provisioning is defined as ‘the responsibility of the
human resources department to provide the organisation with properly
trained and skilled employees at the right time in the right positions, in
order to ensure continued success of the business’.
4.2.1 Concepts in provisioning
As part of the human resources planning, the human resources department
has to determine the nature of the total work required in the organisation, and
then break it up into clear portions or jobs. They then have to determine the
exact duties and responsibilities of each position and the type of qualities, skills
and experience a candidate should possess before they will be considered for
the said position in the organisation.
Table 028. Aspects that involve the provisioning of human resources
Concept Description
Job analysis • Is defined as the process to identify and determine in detail
the particular job duties and requirements, and the relative
importance of these duties for a given job.
• Analysing the inherent requirements of the job, such as where
it fits into the organisational structure, how much time is
necessary to perform the job, what activities are involved and
what the necessary skills and experiences are for the job.
• Purpose: To establish and document the ‘job relatedness’
of employment procedures such as training, selection,
compensation and performance appraisals.
• The job itself is analysed, not the person or employee in the
job.
• The outcome of a job analysis is in the form of two
documents:
♦♦ Job description
♦♦ Job specification
164
Introductory Personnel Management N4
Concept Description
Job • Defined as a broad, general and written statement of a
description specific job, based on the findings of a job analysis.
• It generally includes the duties, purpose, responsibilities,
scope and working conditions of the job.
• It also includes the job title, the name and/or designation of
the supervisor/manager of the position.
• It forms the basis of the job specification.
Job • Defined as a statement of employee characteristics and
specification qualifications required for the satisfactory performance of
defined duties and tasks in a specific position.
• It specifies the minimum requirements necessary to perform
the job, including skills, qualifications and experience.
• Used as a guideline in selecting the right candidate to be
employed in the position.
• It is derived from the job analysis and supports the job
description.
Individual activity 4 A 4
In your workbook, draw a mind-map/chart to explain the difference
between the following three concepts:
(a) Job analysis
(b) Job description
(c) Job specification
Use this to prepare for your next formal test.
4.2.2 The recruitment process
Definition
Recruitment is defined as ‘the act or process of finding new people,
with the right skills, experience and qualifications to join a company or
organisation’.
165
Module 4: The management of human resources in an organisation
Human resources departments have the
responsibility to recruit skilled, qualified and
experienced candidates for the vacancies in the
organisation. This is mainly to ensure continued
productivity and effectiveness in the
organisation, but also to remain competitive in
the market with the best talent they could find.
Recruitment specialists will use the job analysis
and related job description and job specification
documents to find the right candidate from all
the applications that have been received.
Recruiters need to follow a structured process during the recruitment of talent
for an organisation:
Table 029. Steps in the recruitment process
Step in Description
recruitment
• Before the recruitment process can start, human
process resources departments must make sure that they
have planned the HR needs thoroughly, in line with
HR planning organisational objectives and goals.
• The planning document must specify the need for new
positions being created or positions to be filled due to
employee turnover.
• They need to ensure that the budget is available to
recruit new employees, and that there is a true need to
fill the position, before approaching management for
approval.
166
Introductory Personnel Management N4
Step in Description 4
recruitment
• In most cases, management will approach HR to recruit
process for open positions.
Management
approval • HR should, however, also review the recruitment
plan and employee movements in the organisation to
Review job proactively plan for the recruitment of positions.
analysis
• When a position has been identified as being vacant
Brief with line or when an individual has been identified to move to
manager a higher/lower position, or retire, HR departments can
proactively approach management for approval to fill
Create job advert these positions before it becomes vacant.
• Management must approve, in writing, of any
recruitment planned for the near future, especially
because it will require budget to cover relevant costs.
• After the recruitment plan has been reviewed and
management approval has been obtained to recruit
for the vacant position, recruiters must review the job
analysis, job description and job specification of the
identified position.
• They need to be familiar with all the requirements for
the position, as it will shape the advert and attract the
right kind of candidate for the position.
• Recruiters should also approach line managers and
discuss the vacancy with them before advertising the
position.
• They need to discuss what the line manager requires of
the employee, what the working conditions will be like
and what the new employee’s team will look like.
• Recruiters do not always understand more technical
positions and need the line manager to ‘paint a picture’
about the position in order to clearly understand what
type of person is needed for this position.
• Recruiters must now take all the information gathered in
the first few steps and create a job advert for the vacant
position.
• This advert must contain all the relevant information
required to attract the right kind of candidate.
• It must also include reference to relevant legislation
applicable to the recruitment process, such as
Employment Equity and Affirmative Action.
167
Module 4: The management of human resources in an organisation
Step in Description
recruitment
• Recruiters now need to decide how they are going to
process advertise and recruit for this position.
Choose methods
and sources of • They need to choose between internal and external
recruitment methods of recruitment.
Advertise • Internal methods refer to internal promotions,
movements and recruitment, whereas external methods
refer to attracting external candidates for the job via
e-recruitment, agencies or newspapers.
• They also have internal and external sources of
recruitment at their disposal.
• Internal sources would include notice boards,
performance appraisals, promotions and succession
planning, whereas external sources would include
agencies, referrals, walk-ins and professional
associations.
• Once the methods and sources of advertising have been
decided upon, the recruiter will formally and officially
advertise the position.
• They normally advertise the position internally and
externally to the organisation to attract as many
applications as possible.
Receive and • Recruiters will now receive all the applications within
screen applicants the said time frame and screen them against the
job description, job specification and line manager
requirements.
• It is important to ensure that all applications going
through to the short list phase meet the requirements
set by the line manager and the job analysis documents.
Short list • From all the applications received, the recruiter will
applications now short list a few CV’s of candidates who meet all the
said requirements and are eligible to possibly fill this
position.
168
Introductory Personnel Management N4
Step in Description
recruitment
• With the short-listed CV’s in mind, the recruiter will now
process start planning the interviews, screening and selecting
the most appropriate candidate for the job.
Prepare for the
selection Process
1. Source of recruitment
The sources of recruitment can be divided into two main categories: Internal
Sources and External Sources.
Table 030. Sources of recruitment
4
169
Module 4: The management of human resources in an organisation
Individual activity 4 B
Find an advert for a job vacancy in your local newspaper. Bring it to class
and discuss it based on the questions below:
(d) Where it falls in the recruitment process.
(e) Is it an internal or external source of recruitment? Motivate your answer.
(f) Discuss other internal and external sources of recruitment that the
organisation could have used to advertise the position and source
potential candidates.
4.2.3 Screening and selection process
Definitions
Screening is defined as ‘the process of evaluating applications against the
job description, job specification and other requirements of the job’.
Selection is defined as ‘choosing the best candidate with the right skills,
experience and qualifications to fill the vacant position’.
The screening and selection process follows closely on
the recruitment process in the organisation. It involves
screening shortlisted candidates against the
requirements of the job, interviewing the top candidates
and then making a decision as to which candidate will
get the job offer. Remember, it is important for recruiters
to make sure they get the right person for the job, with
the right qualifications, skills and experiences necessary
to perform optimally in the workplace.
170
Introductory Personnel Management N4
The screening and selection process flows as follows:
Figure 007. Screening and selection process
Table 031. The process of selection and screening
Step in selection Description
process
1 Screen all • After the candidates have been short-listed in the
recruitment process, recruiters have to screen short-listed
shortlisted candidates again.
candidates
• These short-listed candidates must be discussed with the
relevant line manager, where after more candidates will
be eliminated from the race.
• Candidates that did not make the cut must be declined in
writing.
2 Prepare • Recruiters need to carefully prepare for the interview
for the process.
interviews • They need to review candidate CV’s, compare it to the job 4
description and job specification and identify any gaps or
questions from submitted documents.
• The interview guides must be prepared, interviews must
be scheduled and the venue for the interview must be
booked and prepared.
• In some lower level interviews, Shop Stewards or
employment equity representatives will be invited to sit in
at the interviews.
• These observers have no direct role in the interview
process, except for ensuring that the process is dealt with
fairly and according to legislative requirements.
• Sometimes, depending on the level of the position being
interviewed for, a translator or interpreter can be invited.
171
Module 4: The management of human resources in an organisation
Step in selection Description
process
• If organisations only have one interview with candidates,
3 Interviews they would probably start at this point.
4 Reference • Interviews will be structured or unstructured, depending
checks on the type of position being interviewed for.
5 Assess- • Interview questions will reflect the job analysis and brief
ments from the line manager.
6 Final • Recruiters will use this interview as a means to evaluate
interview whether the person’s qualifications, experience and skills
are a true reflection of his/her CV.
7 Make a
decision • Recruiters must always do reference checks on candidates
undergoing interviews for employment.
• These reference checks are done by calling the candidate’s
previous employers to discuss why the candidate left,
how his or her work performance was, how they worked
in a team and what their overall impression was of the
candidate.
• These checks are used to further eliminate candidates
from the selection process
• Depending on the level of the position being interview for,
assessment will be administered to applicants.
• These assessment might include numeracy and literacy
assessments, personality assessments, case studies,
career centres, skills inventories, etc.
• The results from these assessments will be used to
determine who the final candidates are to be considered
for the position.
• After all the checks and first round interviews, as well as
the assessment results, if applicable, the final interviews
will be held between the last two or three candidates and
the recruiter.
• This is the last opportunity for recruiters and managers
alike to evaluate candidates and make their decision.
• The decision as to which candidate will receive the offer of
employment will depend mostly on the line manager.
• Recruiters advise line managers on the decision, but
is not responsible for deciding which candidate will be
appointed.
• Recruiters must ensure that the choice of candidate is in
adherence to relevant labour legislation. If not, the line
manager must write a full motivation as to why the person
must be appointed.
172
Introductory Personnel Management N4
Step in selection Description
process
• The line manager decides who he wants to make an offer
8 Make an to, and leaves the paper work to the recruiter.
offer to
chosen • The recruiter must consult with the compensation and
candidate benefits department on a possible salary package for the
chosen individual.
9 Prepare for
placement • This offer must be in line with the budget set out by the
Finance Department, yet also be competitive enough to
provide a market-related salary to the new employee.
• Once the remuneration package has been agreed upon
and signed off by management, a contract of employment
will be drawn up.
• This contract will be sent to the candidate for acceptance.
• If the applicant accepted the job offer and returned the
signed contract with all other relevant documents to the
HR department, the recruiter and the line manager can
start preparing for the placement and induction of the
new employee.
Individual activity 4 C 4
Answer the following questions in your workbook:
(a) Differentiate between screening and selection.
(b) Explain the selection process with the use of an example.
(c) Why is it important to properly manage the selection process in an
organisation?
(d) Do you think it is a good idea to place an inexperienced recruiter in
charge of screening and selection? Motivate your answer.
4.2.4 Placement and induction
The last part of the recruitment and selection of new employees entails the
placement and induction of the employee into the organisation.
173
Module 4: The management of human resources in an organisation
Definitions
Placement is defined as ‘the act of hiring and placing an applicant into a
vacancy in an organisation’.
Induction is defined as ‘the act of introducing a new employee to the
organisation, his colleagues and to his working environment’.
After the new employee signed the offer of employment and is preparing to
start his/her new job, it is important for
human resources departments and line
managers alike to prepare for the
placement and induction of these
employees into the organisation and their
respective departments.
New employees are not familiar with the
organisation, its people or its processes,
structures or culture. They therefore need
to be properly placed and inducted in
order for them to become productive and
effective in the organisation.
Figure 008. Placement and induction
174
Introductory Personnel Management N4 4
Individual activity 4 D
Answer the following questions in your workbook:
(a) Differentiate between induction and placement.
(b) Why do you think is it important to properly induct new employees into
the organisation?
(c) What would happen if an employee is not properly inducted into the
organisation?
(d) Draw up a one-day induction plan for a new employee in the production
department.
175
Module 4: The management of human resources in an organisation
Group activity 4 C
In your groups, complete the following practical activity:
(a) Using a table create a flip chart poster covering the recruitment,
selection and placement processes next to each other.
(b) Use colour and pictures to make your poster attractive.
(c) Highlight key words in each process to help you memorise which steps
fit with which process.
(d) Discuss your poster with the rest of the class.
4.3 Human resources maintenance
Human resources departments are
faced with another big responsibility,
the maintenance of human resources
in the organisation. They need to
continuously monitor employee
satisfaction and motivation in the
workplace to ensure that these
employees remain with the
organisation for a prolonged period of
time.
Definition
Human resources maintenance is defined as ‘the management and
maintenance of employee health, welfare, satisfaction and motivation in
the workplace, to ensure that they stay with the organisation for as long as
possible’.
Some of the most important human resources maintenance activities in an
organisation are performance appraisals and compensation management.
176
Introductory Personnel Management N4 4
4.3.1 Performance appraisals
The performance of employees is vital to the success, profitability and
competitiveness of an organisation. Management must continuously monitor
employee performance on the job, based on pre agreed objectives and goals of
the organisation.
Definition
Performance Appraisal is defined as ‘the systematic evaluation of the
performance of employees in order to understand the abilities of the
employee for further growth and development in the organisation’.
A properly managed performance
appraisal is very important in ensuring
that employee motivation and morale
remains steady. If an employee is
performing well on the job, they should
be rewarded accordingly and equitably
compared to their peers. If they are not
performing, however, appropriate steps
should be taken to help these employees improve their performance in the
workplace. Performance appraisals should take place regularly between the
employee and the line manager or supervisor involved. Some organisations
prefer having quarterly performance appraisals, whereas others believe it is
necessary to only have yearly reviews.
There are a few parties directly involved in the performance appraisal of
employees:
1. Employee
He is responsible for setting objectives and performing throughout the year
to meet these objectives. He must also gather evidence of the goals and
objectives he has achieved to be handed in during the final review at the end
of the year.
2. Manager/supervisor
He is responsible for helping the employee with objective setting, supporting
and guiding him throughout the year and providing the employee with training
and development in achieving the determined goals.
177
Module 4: The management of human resources in an organisation
3. Human resources department
This department trains the management team on effective performance
appraisal systems, supporting them with any challenges or issues that
managers may experience. They are also the party that takes the final
performance score and determines whether the employee should be rewarded
for good performance through incentives, or whether the employee should
receive more training and development to improve his performance on the job.
Evaluating the performance of employees normally takes on a simple process:
Steps in the performance appraisal process:
1The employee and the line manager/supervisor must sit at the beginning
of the year and determine goals and objectives for the employee to
achieve during the year.
2The manager must provide the employee with continued coaching,
mentoring and training to help him achieve his goals and reach his full
potential in the organisation.
3Mid-way through the year, line managers can have a review discussion
with employees to determine how they are progressing with their goals
and objectives and whether they need any further support and guidance.
Some objectives and goals can also be changed at this stage.
4The line manager must continue to support and guide the employee
through the rest of the year.
5The final-year review usually happens at the end of the year. During this
session, the employee needs to prove to the manager that he met his
objectives and goals for the year, while the manager gives him feedback
on this progress and performance. Based on this discussion, the manager
allocates the employee with a performance score, which is then sent to HR for
processing.
178
Introductory Personnel Management N4 4
Individual activity 4 E
Answer the following questions in your workbook:
(a) Define performance appraisals in your own words.
(b) Why are performance appraisals important in the workplace?
(c) Why is it necessary for employee satisfaction and motivation?
(d) Who are the parties involved in the performance appraisal of employees?
Also discuss their roles.
(e) Discuss the performance appraisal process briefly.
4.3.2 Compensation management
Compensation Management is another human resources maintenance activity
in ensuring that employees are happy and satisfied with their jobs. Employees
need to feel that they are fairly rewarded for their efforts on the job, compared
to their fellow colleagues.
Definition
Compensation management is defined as ‘the management of employee
salary packages, benefits and incentives in the right combination within the
organisation’.
179
Module 4: The management of human resources in an organisation
Compensating employees equitably and fairly for
their efforts in the organisation greatly impacts
their satisfaction and motivation in the
workplace. If they feel that they are rewarded
fairly for their valuable time, experiences and
knowledge, they will be more likely to stay with
the organisation. If employees are happy and
satisfied with their work and their income, they are also more likely to be
productive and effective in the organisation, leading to increased profitability in
the market.
1. Employee benefits and services
In addition to the basic salary or wage an employee receives for their time and
effort in the workplace, some organisations also provide them with certain
benefits and services as part of their compensation package. These benefits
and services are not compulsory and are therefore an added extra or privilege
implemented to attract employees to the company.
Table 032. Some of the most common employee benefits and services
Benefit Description
Medical aid or • Some organisations provide their employees with a
hospital plan medical aid or hospital plan, of which they contribute
a certain percentage of the monthly costs.
• Employers normally contribute between 50% and
75%, whereas the employee covers the rest of the
costs.
Pension or provident • Some employers give employees a pension or
provident fund to which both parties contribute in
fund
order to prepare for the employees old age provision.
180
Introductory Personnel Management N4
Benefit Description
Educational bursaries • Some organisations provide their employees with the
for employees opportunity to further or continue their studies.
• They provide these employees with educational
bursaries, covering most of the costs associated with
the studies.
Educational • Sometimes, employers also provide family members
assistance for family of the employee, such as children or spouses, with an
members opportunity to study towards a qualification.
• Organisations will then contribute financially to the
studies at either a certain percentage or the full costs
associated with the studies.
Life or short-term • Some organisations also provide their employees
insurance with short- term or long-term insurance.
• Sometimes employees pay a portion of the costs,
other times the employer pays the costs in full.
Car and cell phone • Certain senior employees are given the added benefit
allowance of a company car and cell phone to use for work-
related activities.
4
• The organisation will then cover the costs for fuel or
airtime in full.
13th Cheque or • Some organisations provide their employees with a
bonus 13th cheque, bonus or incentives on a yearly basis as
part of their compensation package.
181
Module 4: The management of human resources in an organisation
2. Motivation and work satisfaction
The motivation of employees in the
workplace was already discussed in Module
3. It is, however, important to remember at
this point that the motivation and satisfaction
of employees will determine whether they
are productive and effective in the workplace.
Their motivation and satisfaction depends
on their needs and the satisfaction of these
needs within the organisation. Employees
need to be properly remunerated and
recognised for their performance in the
workplace. They want to feel valued and
appreciated. This all forms part of their
motivation and work satisfaction.
If employees feel that their performance is not recognised or rewarded, they
will be demotivated. If they feel that a colleague is earning a higher salary or
getting extra incentives for a lesser quality of work, this will also impact their
satisfaction in the workplace. Therefore, a proper compensation management
system, linked to performance management in the workplace, is key to
ensuring that employees remain motivated and satisfied in the workplace.
Organisations should always focus on rewarding and recognising talented
employees in the workplace to minimise labour turnover and improve overall
competitiveness in the organisation.
Individual activity 4 F
Answer the following questions in your workbook:
(f) Define compensation management in the workplace.
(g) Why is compensation management important?
(h) How can proper compensation management impact employee
performance, satisfaction and morale in the workplace?
(i) Discuss employee benefits and services as part of a well-balanced
compensation package.
182
Introductory Personnel Management N4 4
4.4 Human resources development
The training and development of employees in the organisation is one of the
key activities of the human resources department. Training and development
initiatives ensure that employees are equipped with the skills, knowledge and
behaviours necessary to do their jobs, leading to increased productivity and
profitability in the organisation.
Definition
Human resources development is defined as ‘the role of the human
resources department that deals with the training and development of
employees’.
4.4.1 Training and development
Definitions
Training is defined as ‘the process of learning the skills that a person needs
to do a specific job in an organisation’.
Development is defined as ‘the gradual growth of something so that it
becomes more advanced, stronger, etc.’
Training and development is an integral part of the productivity of the
organisation, as well as the morale,
satisfaction and effectiveness of
employees. It is important that
organisations have trained and skilled
employees available to meet its future
needs. They need a succession plan to
identify possible employees that could
take the place of a person who
unexpectedly resigns or who occupies a
key position, in order to ensure that
business operations continue. In order for
these plans to be successful, successors
must be trained and developed before the
position becomes vacant.
183
Module 4: The management of human resources in an organisation
Training and development is seen as an investment into the lives of employees
and the future of organisations. If employees are trained and developed, they
better their skills, knowledge, behaviours and attitudes, which will have a
ripple effect on the organisation. Through training and development initiatives,
employees will grow, their potential will be revealed and their value for the
organisation will intensify.
1. Reasons for employee training and development
It is well known that training and development initiatives improve productivity
and effectiveness in the organisation. This is, however, not the only reason for
the drive towards training and development in the organisation.
Definitions
Productivity is defined as ‘the highest level of output with the lowest level
of input that includes time, money and resources’.
Effectiveness is defined as ‘the act of producing the result that is wanted or
intended; the act of producing a successful result’.
Training and development in an organisation are important for the following
reasons:
•• To improve negative performance appraisals of employees.
•• Organisations want to evaluate the benefit of training and development
and its impact on performance improvement in the organisation.
•• Most organisations implement training and development as part of their
overall professional development programmes.
•• It is also useful in succession planning to help an employee eligible for a
planned role change to prepare for the new role.
•• To train on specific, technical or more generic topics required by the
organisation.
•• To increase job satisfaction, motivation and morale of employees.
•• To eliminate waste in the organisation because employees are properly
trained to work on the line.
•• To improve the skills, attitudes and behaviours of employees in the
organisation.
•• To avoid health and safety issues in the workplace.
184
Introductory Personnel Management N4 4
2. The nature of training and development in the work
environment
From the above it is evident that training is involved with teaching employees
new skills, techniques and work-related knowledge, and to improve their
attitudes towards the work itself. It involves learning specific, detailed and
routine skills and techniques. The aim of training is to get the worker to apply
his knowledge and skills in
the organisation so that both
parties’ goals and objectives
can be met. The main
purpose of training is
therefore to ensure that the
workplace is properly skills,
with the right attitudes and
behaviours in order to be
effective and productive in
the organisation.
Development is a step further than training. The focus of development is on
additional skills that selected employees must acquire in preparation for a
future, mostly more complex job. This implies that these employees need
more than training – they need practical experience and exposure to groom
and prepare them for this future position. Development includes relationship
building with a coach or mentor who can guide the employee through the
challenges, experiences and new roles that they have to face.
Organisations need to benefit from training and development initiatives.
They spend a lot of money on these initiatives, therefore they expect a return
on investment. The human resources department must ensure that training
and development initiatives are managed in a cost-effective way, while also
maximising the impact on employees and their productivity, as well as the
overall results in the organisation.
They should also try and focus on just-in-time training, where employees are
sent on training programmes when they need it, as opposed to just-in-case
training, where employees are sent on training programmes that they might
need in their future careers.
185
Module 4: The management of human resources in an organisation
4.4.2 Different types of training and development
There are two main types of training in an organisation: on-the-job training and
off-the-job training.
Table 033. These two types of training
Type of Description
training
On- • Defined as the method of imparting training to the employees
the-job when they are on the job at the workplace.
training
• The aim of on-the-job training is to ensure that employees
become familiar with the normal working situation, while getting
first-hand experience and training at the same time.
• It further teaches employees to face the challenges that occur
during the performance of the job on the line.
• Main theme of on-the-job training is learning by doing, while a
more experienced employee shows them how to do the job.
• Employees will then follow this instruction and practice
performing the job under supervision.
• This training method is useful to ensure that production is not
severely impacted by employees not being at their workstation.
• Examples: Job rotation, apprenticeships, job instruction, coaching
and internships.
Off- • Defined as a method of training that is undertaken at a site, away
the-job from the actual workplace for a certain period of time.
training
• The reason behind training programmes away from the
workplace, is to provide a stress free environment to the
employees where they can focus solely on learning.
• Study material will be supplied to the trainees for complete
theoretical knowledge.
• Trainees can express their views and opinions during the training
session, while also exploring new and innovative ideas.
• It is an expensive training method that involves selecting a
place for training, arrangement of facilities, hiring a trainer and
organising catering, to name but a few.
• Examples: Lecturers, role-plays, case studies, simulations,
conferences and workshops.
186
Introductory Personnel Management N4 4
Group activity 4 D
Create a poster in your group to present to the rest of the class, covering
the following elements:
(a) The difference between training and development.
(b) Reasons for training and development in the workplace.
(c) Nature of training and development in the workplace.
(d) Types of training and development in the workplace.
Individual reflection 4
In your workbook, after you have completed this module, reflect on the
following questions:
(a) Which part of this module did you most enjoy? Why?
(b) Which part did you find most challenging? Why?
(c) What did you learn from this module?
(d) On a scale from 1 to 10 (1 being the lowest and 10 being the highest),
score your level of comfort and understanding of this module.
(e) If your score was below 5, what would you do to improve your
understanding of this module?
(f) If your score was above 5, what would you do to improve your mark?
4.5 Conclusion
This module comprehensively discusses the role of the human resources
department in managing employees in the organisation. Their role includes
human resources provisioning, where they need to ensure that they have the
right people in the right job, with the rights skills, experience and knowledge,
at the right time. This role also includes human resources maintenance where
compensation management is key in ensuring employees are motivated and
satisfied in the workplace.
187
Module 4: The management of human resources in an organisation
If employees are properly rewarded and remunerated, they will perform better
and more effectively in the organisation. The last role covered in this module
includes human resources development, with the sole focus on the nature
and reason for training and development in the workplace. These roles in
combination, clearly indicates the importance of the human resources function
in any organisation.
4.6 Module summary
See Figure 6. Module 4 – Structure
Homework Assessment 4
(a) Identify whether the following statements are true or false by making a
cross in the relevant box:
Statement True False
1. Unemployment levels in South Africa will have a
negative impact on organisations.
2. The labour markets consist of every person (5 x 2) [10]
available to work in a country.
3. Working conditions are important to ensure the
satisfaction of workers.
4. Personnel Functions support line management in
an organisation.
5. A task is divided into different jobs.
188
Introductory Personnel Management N4
(b) Define the following concepts as clearly as possible:
1. Job analysis (2)
2. Job description 2)
3. Job specifications (2)
4. Recruitment (2)
5. Placement (2)
6. Induction (2)
7. Selection (2)
8. Productivity (2)
9. Effectiveness (2)
10. Training (2)
[20]
(c) Read the questions carefully and then answer it as comprehensively as
you can:
1. Differentiate between line, staff and personnel functions in an
organisation. (6)
2. Explain the outcomes of a job analysis process in your
own words. (6)
3. Discuss the recruitment process in your own words. (20)
4. Why is induction of new employees important in an
organisation? (5)
5. What is the role of performance appraisals in ensuring
employee satisfaction? (5)
6. List and explain three types of employee benefits. (6)
7. List two different sources of recruitment. (2)
8. What are the reasons for employee training in the workplace? (5) 4
9. Differentiate between on-the-job and off-the-job training
methods. (10)
10. Discuss the nature of training and development in your own
words. (5)
[70]
Total: [100]
189
Module 5: Human relations within an organisation
Human relations
5 within an
organisation
Learning objectives
After studying this module students should be able to:
•• Discuss the role of attitudes, job satisfaction and prejudice in
interpersonal relations within the workplace.
•• Explain the concepts: conflict, competition and cooperation in the
workplace.
•• Discuss the causes and effect of conflict in the workplace.
•• Define labour relations in the workplace.
•• Describe briefly the rights of workers and management in the
workplace.
•• Explain what is meant by the tripartite relationship in industrial
relations.
•• Explain the following concepts in industrial relations in the
workplace:
♦♦ Retrenchment
♦♦ Promotion
♦♦ Termination of services
♦♦ Strikes
♦♦ Negotiations
190
Introductory Personnel Management N4
This module is structured in the following way:
Unit 5.1 Interpersonal Unit 5.2 Conflict, Unit 5.3 Labour relations
relations in the workplace competition and co-
operation •Define labour relations
•Attitudes •Rights of workers and
•Job satisfaction •Conflict
•Prejudice •Competition management
•Co-operation •Tripartite relationship
•Cause and effect of •Concepts:
conflict retrenchment,
promotion,
termination, strikes,
negotiations
Figure 009. Module 5 – Structure
The relationship between employees and 5
management is very important for the future
competitiveness, productivity and success of
the organisation. People spend most of their
lives at work reaching for and aiming to
achieve organisational goals and objectives
above their own.
This could lead to conflict and frustration in
the workplace, especially when there are
so many factors in the external environment that could have an impact on
the personal and work life of the employee. There needs to be fine balance
between meeting the needs of the organisation and maintaining employee
satisfaction in the workplace.
Human resources departments have an important role when it comes to
ensuring sound human relations in the workplace. They are responsible for
the wellbeing and satisfaction of employees, while still ensuring that they
are productive and meet the objectives as set out by the organisation. HR
Departments need to keep their finger on the pulse in the organisation,
especially where labour relations are concerned. In South Africa, the impact
of Trade Unions and shop stewards are felt throughout industries and
organisations, having a major influence on the activities, attitudes and morale
of the workplace.
Both employees and employers have certain rights, yet there is a constant
battle to see who will win the ‘labour war’ in organisations. Both parties are
striving to have their own goals and objectives met, and will do whatever it
takes to make sure their interests are served.
191
Module 5: Human relations within an organisation
Conflict between labour and the organisations has an adverse effect on the
profitability of the organisation. While most organisation strive towards 100%
cooperation between management and labour, it is not always possible.
Conflict is inevitable, especially in the volatile economic situation in South
Africa. Human resources departments will have to step up in this situation to
avoid conflict escalating into industrial action.
If the relationship between the organisation and the workforce is not properly
managed, it could have negative consequences for the competitiveness and
success of the business in the market. It is therefore very important to pay
attention to the attitudes and morale of workers, as any subtle changes could
mean conflict and disruptions in the workplace.
Group activity 5 A
Debate the following questions within the classroom:
(a) Is it important for an organisation to focus on sound human relations in
the organisation? Substantiate your answer.
(b) How would an organisation go about improving interpersonal relations
within the organisation?
(c) Would sound Labour Relations impact the organisation positively?
(d) Would conflict, competition and cooperation have an impact on human
relations in an organisation?
5.1 Interpersonal relations in the workplace
No person works in isolation. They have to work with people, together in
teams, or in close proximity with others, whether they like it or not. The
relationship they have with their co-workers is therefore very important in
determining their happiness and satisfaction at work.
In Module 3, interpersonal relationships
were briefly touched on as factors
influencing human behaviour in the
workplace. In this module, we will look
at interpersonal relations in the context
of labour relations.
192
The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.
SEY0000000259_IPM4_COL_240x185_PB_B[1-246] (ID 194138)
Discover the best professional documents and content resources in AnyFlip Document Base.
Search