COHRA1 Chapter 14 - Human Resource Role

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Chapter 14:
Human resource
role
COHR111 UNIT 1 1
Introduction
 Major human resources (HR) responsibilities differ across

industry.
 HR is unique to each organisation and is specific to each

organisations needs.
 Some organisations may require the HR department to

carry out tasks such as interviewing, disciplinary
procedures, training and development, and performance
appraisal
Presentation Title Arial Bold 7 pt 2

Human Resource Functions
• Human Resource functions

• Staffing
– Human resource planing
– Job analysis, job design and evaluation
– Recruitment
– Selection
• Training and development
• Performance management
3
• Compensation and Rewards

• HR research and HR information systems
• Health and safety
• Union and employment relations
• Activity outcomes
– Quality of worklife
– Productivity
– Readiness to changement
4
5
Strategic human resource planning
and research
 This function is often described as ensuring that the right
employee with the right skills is available at the right time to
occupy the right position in the organisation.
 It is important there is a match between the objectives and

strategies of the organisation and the human resources of
the company.
 As the organisation functions within a broader environment,

the external factors should be taken into consideration in any
planning process.
6
Strategic human resource planning and
research
 Example; the social environment includes the demographics

of the potential workforce. In the workforce planning the
skills available in the environment should be taken into
consideration. If the organisation has plans to expand to add
a new line to the existing service or products, they need to
plan how to obtain people with the right skills, especially if the
organisation is situated in an area where a limited pool of
diverse candidate is available.
7
Advantages of effective workplace planning
 Eliminate surprises of a situation where sudden skills

replacement is necessary, which may affect the
smooth running of a department.
 Unnecessary delays in meeting production goals are

kept to a minimum as the employees with the required
skills are available.
 Due to workforce planning, skilled workers are

identified early in their employ and retained in the
company.
8
HR research and HR information systems
HR research aims to eliminate guesswork and gut reactions and

substitute it with facts about human behaviour.
HR research can include;

• Investigations about high employee grievance
• Employee absenteeism and turnover rates
• Development of performance appraisal systems for a particular
industry
9
Benefits exists from using HRIS in the
organisation
• Improve quality of information
• Speed and easiness of updating information
• Improve service to the employees
10
Job analysis, design and evaluation
A job analysis provides in-depth information with regard to jobs,

which leads to the description of the skills and abilities necessary
to perform specific jobs.
The outcomes of analysing a job are job descriptions and job

specifications.
 A job description provides an overall summary of task
requirements.
 A job specification provides an overall summary of worker
requirements.
11
Example for job description and job
specification
 A job description for a computer programmer would indicate
that the incumbent will develop, test and implement computer
on multiple computer and operating system platforms, and
regularly review programs and make adjustments when and
where necessary to ensure proper working of the program.
 The job specification would indicate that the incumbent

requires a formal qualification in programming, such as a three
year post matric qualification in computer programming or
computer science; knowledge of training in various computer
languages, as well as one year on the job work experience.
12
Job design
Job design identifies the tasks, duties and responsibilities to be

carried out in a specific job, as well as the methods needed in
carrying out the job.
 How the job relates to other jobs in the organisation

 Work scheduling
 The person/job fit is extremely important as it contributes to job
satisfaction which can enhance organisational effectiveness
13
Job evaluation
• Job evaluation implies the systematic evaluation of each job to;
 Identify the relationship of the job to other jobs in organisation.
 Assess the remuneration attached to the job to ensure that it is

fair and adequate.
The analysis of individual which is the abilities and motivation, and

jobs requirements and rewards can be described as a support
function.
14
Recruitment
• The aim of the recruitment function is to match people who

have specific career needs and capabilities with certain jobs
and career paths.
• Recruiting refers to the identification and attraction of a

qualified pool of applicants.
• The recruitment takes place to the specific guidelines that are

in line with the organisation policies and procedures.
15
Internal or external recruitment
• Internal recruitment: is the recruitment among people who are currently

employed by the organisation. Current employees can also refer people
who are qualified for and interested in the job.
• External recruitment: refers to recruiting from sources outside the

organisation. A variety of external recruitment methods can be use;
advertisements, employment agencies, tertiary campus recruiting,
government agencies and direct mail.
E-recruitment refers to the process of recruiting via electronic resources.

-Employers website via intranet or internet. Social media (Facebook, Twitter
and LinkedIn)
16
Selection and staffing
 The selection process follows recruitment.
 This it the process of finding the best applicant for the position.
 This process is making judgement not only about the applicant,

but about the fit between the person and the job.
 Selection methods includes include;

• Initial screening process
• The applicant CVs are examined and those who do not have
suitable qualifications or experience are immediately removed
from the applicant pool.
17
Training and development
 Continuous skills development is aimed at ensuring that

employees have key competencies.
 This functions ensure includes career management, which is

used to ensure that the long-term objectives of the employee
match the long term objectives of the organisation.
 In South Africa, training is often described as equipping

employees to perform their current jobs, while development is
described as the equipping employees to aspire for future
demanding positions.
 Employee training and development refers to planned learning

experiences aimed at ensuring that employees are able to fulfil
18
External environments that influence HR
planning
19
Performance management
 Performance management is a process of creating a work

environment in which employees can perform to the best their
abilities and to the benefit of the organisation.
 The employee needs to be coached and mentored to better

performance.
 Given proper feedback and documents process after the
performance feedback takes place.
 A performance appraisal is the process of considering how

well the employees carry out their jobs compared to set
standards and then giving feedback to the employees
afterwards.
20
Compensation and benefits
The term compensation is often used as a synonym for wages and salary
administration but is indeed a much wider concept.
Compensation refers to both extrinsic rewards, monetary rewards and benefits,

as well as intrinsic rewards (challenging job opportunities, autonomy and
recognition).
Direct rewards could further be divided into direct financial and indirect
financial.
Direct financial: Compensation refers to the wages, salaries, commissions

and bonus a person receives.
Indirect financial: Compensation consists of financial rewards that are not
included direct to the compensation.
21
Compensation and benefits
22
Health and safety
 Safety concerns are important to both the employer and

employee. Well-being of the employees.
 The employer has the right to expect the employee to adhere to

rules and regulations to endure a safe working area and the
employee in return has a right to expect a working environment
conducive to health and safety.
 Two South African Acts that concern health and safety in the
workplace.
 Occupational Health and Safety Act (OHSA) (Act 85 of 1993).
 Mine Health and Safety Act (Act 29 of 1996)
23
Union and employment relations
Union and employment relations are aimed at promoting healthy

relationships and effective interaction between management and
employees.
Kleynhans et at all.,(2003) explain that employment relations

refers to various relationship in the workplace:
 Employer and individual employee
 Employer and a trade union
 A group of union representatives and the employer
 Employers organisations and a group of trade union.
24
Model of HRIS
25
Activity outcomes
When all human resource functions are managed effectively, the

outcomes of these functions are:
 Quality of work life

 Productivity
 Readiness to change
26
Quality of worklife
Quality of worklife refers to aspects such as;
 Autonomy of the employee and the ability to make decisions

 Recognition for work done
 A feeling of belonging in the workplace
 Individual progress and developments
 External rewards such as a salary increase or company car
27
Productivity
 It is important to know how much work employees produce and

what standard of quality they maintain.
 This information is used to plan future input and output

requirements, and also to motivate employees.
28
Readiness to change
 Employees often fear change and its consequences.
 Proper management of human resource functions reduces the

fear normally associated with change, and organisational
renewal, and ensures that employees and the organisation
remain competitive.
29

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COHRA1-B22 Image placeholder

 Major human resources (HR) responsibilities differ across

 HR is unique to each organisation and is specific to each

 Some organisations may require the HR department to

Presentation Title Arial Bold 7 pt 2

• Human Resource functions

• Compensation and Rewards

 It is important there is a match between the objectives and

 As the organisation functions within a broader environment,

 Example; the social environment includes the demographics

 Eliminate surprises of a situation where sudden skills

 Unnecessary delays in meeting production goals are

 Due to workforce planning, skilled workers are

HR research aims to eliminate guesswork and gut reactions and

HR research can include;

• Speed and easiness of updating information

• Improve service to the employees

A job analysis provides in-depth information with regard to jobs,

The outcomes of analysing a job are job descriptions and job

 The job specification would indicate that the incumbent

Job design identifies the tasks, duties and responsibilities to be

 How the job relates to other jobs in the organisation

• Job evaluation implies the systematic evaluation of each job to;

 Identify the relationship of the job to other jobs in organisation.

 Assess the remuneration attached to the job to ensure that it is

The analysis of individual which is the abilities and motivation, and

• The aim of the recruitment function is to match people who

• Recruiting refers to the identification and attraction of a

• The recruitment takes place to the specific guidelines that are

• Internal recruitment: is the recruitment among people who are currently

• External recruitment: refers to recruiting from sources outside the

E-recruitment refers to the process of recruiting via electronic resources.

 The selection process follows recruitment.

 This process is making judgement not only about the applicant,

 Selection methods includes include;

 Continuous skills development is aimed at ensuring that

 This functions ensure includes career management, which is

 In South Africa, training is often described as equipping

 Employee training and development refers to planned learning

 Performance management is a process of creating a work

 The employee needs to be coached and mentored to better

 A performance appraisal is the process of considering how

Compensation refers to both extrinsic rewards, monetary rewards and benefits,

Direct financial: Compensation refers to the wages, salaries, commissions

 Safety concerns are important to both the employer and

 The employer has the right to expect the employee to adhere to

Union and employment relations are aimed at promoting healthy

Kleynhans et at all.,(2003) explain that employment relations

When all human resource functions are managed effectively, the

 Quality of work life

Quality of worklife refers to aspects such as;

 Autonomy of the employee and the ability to make decisions

 It is important to know how much work employees produce and

 This information is used to plan future input and output

 Employees often fear change and its consequences.

 Proper management of human resource functions reduces the

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