HHRM

• In today's competitive environment, human resource management (HRM) must add value to the organisation and employees
• Successful organisations are not only measured in terms of profits, but also in terms of the extent to which they satisfy their customers, provide meaningful workplaces, create new employment opportunities, protect the environment, and have an impact on the community
• All these factors are important for the sustainability of the organisation for future generation customers and employees
• In South Africa, organisations are also conduits for the establishment of a more just and fair society, and for this reason, 'people issues' are very important
• HR officers


  Mainly fulfilled an administrative role by recording and storing personal details of staff, doing leave administration and administrating and conducting basic training
• Most routine HR activities, such as the record-keeping of employee details, leave administration and training management, have been automated
• This has freed up HR practitioners

  To concentrate on activities that make a real difference to the organisation in terms of its competitiveness, such as talent management, organisational design and employee recognition
• Organisations are subject to many international and national challenges
• HR practitioners need to be knowledgeable about these challenges to understand how they impact on the organisation and respond in a meaningful way
• A consequence of competition is that people cannot be employed just to fill a position, and employees cannot be trained in a haphazard manner
• Recruitment, training and any other HR function must be done purposefully and be aimed at achieving the organisation's current as well as future goals
• This means that only the best people must be employed, namely, people who have the right set of skills, and fit the strategic direction and values of the organisation
• New employees must come on board quickly and be able to immediately function at high levels of excellence
• To attain these high levels of excellence, a supportive environment and positive employment experiences must be created
• HR must therefore be relevant and be able to demonstrate that it is effective and efficient in what it does
• HR also has an important role to play in creating an ethical organisational culture
• Ethics affects every aspect of an organisation, including its reputation and competitiveness
• Talented people want to work for organisations with a good reputation
• Ethical companies get more loyalty from their customers
• The HR department is considered the custodian of ethics in the organisation
• This means HR practitioners also have to adhere to the highest professional standards
• The South African Board for People Practices (SABPP) plays a regulating role by setting standards for the HR profession
• Management


  Coordinating and overseeing the work activities of others on a relative, continuous basis to attain organisational goals
• Psychology


  The study of human behaviour with the aim of measuring, explaining and influencing the behaviour of people
• Sociology


  Especially important in contemporary organisations where work is mostly organised around teams
• Social psychology


  An area within psychology that blends concepts from psychology and sociology and focuses on the influence of people on one another
• Political science


  The study of the behaviour of individuals and groups within a political environment
• Anthropology


  The science of humankind and the study of human behaviour as a whole
• Research methodology


  Currently much emphasis is placed on HR using research, statistical analyses and diagnostics to inform HR strategies
• HRM focuses more on the HR functions such as talent planning, recruitment, selection, remuneration, safety and health; while the focus of organisational behaviour is more on organisational culture, organisational change, and organisational structure
• HRM


  The development and application of policies, systems, practices and procedures that combine the efforts of people in the organisation towards the kind of performance that supports the vision and short- and long-term objectives of the organisation, while at the same time satisfying the personal and social needs of its members
• In an increasingly competitive and knowledge-based world, people - and specifically the skills, talents, and knowledge of employees - is argued to be the only sustainable source of competitive advantage for an organisation
• HRM is not the responsibility of only the HR department. Managers in all divisions, such as those from production, marketing, public relations, sales or logistics, participate daily in HRM activities such as employment, interviewing, performance management, engagement, discipline and recognition
• The HR department itself takes on a leadership role, and is responsible for ensuring labour law compliance, and for developing and establishing HRM systems in the organisation
• Employment and onboarding


  Planning for the right skills and competencies, recruiting people who fit the job requirements as well as organisational values, and then appointing them. Onboarding is the process that starts from recruitment and employing a person until the person is fully functioning and integrated with the organisational culture
• Talent management


  The implementation of integrated HR strategies and systems to attract, utilise, engage, develop, deploy and retain talented employees to meet the current and future business needs of the organisation
• Organisational behaviour management


  Viewing the organisation as a total system with many interdependent parts simultaneously affecting the behaviour of organisational members, and therefore the outcomes or success of the organisation
• HR


  Serves as a knowledge resource for line managers
• Organisational behaviour management


  • Viewing the organisation as a total system with many interdependent parts simultaneously affecting the behaviour of organisational members, and therefore the outcomes or success of the organisation
  • These interdependent parts include leadership, management, employees, organisational culture and organisational structure, which simultaneously influence employee motivation, engagement, empowerment and therefore performance
• Role of HR department

  1. Have regular meetings with line managers to discuss HR strategies and interventions aimed at creating the desired culture and behaviour

  2. Discuss issues such as safety protocols and training, organisational design, feedback on a climate survey, organisational ethics and the introduction of new technologies