Human Resource Management N 5 Module 1 Personnel

Human Resource Management N 5

Module 1: Personnel research REASONS FOR PERSONNEL RESEARCH There are many reasons for conducting research into HRM, including: • Staff selection; • Training and development; • Reward management; • Employee relations; and • Separation. www. futuremanagers. com

Module 1: Personnel research (continued) RESEARCH METHODS There are two distinct types of research: • Basic or exploratory research; and • Operational or applied research. www. futuremanagers. com

Module 1: Personnel research (continued) STATISTICAL ANALYSIS Statistical analysis means finding ways of understanding the information that has been gathered so that it can be applied in a useful way. In statistical analysis, the results of research or surveys in the form of figures and numbers (variables) are quantitatively (logically) processed to produce information that will assist in measuring and solving problems. www. futuremanagers. com

Module 1: Personnel research (continued) GRAPHIC REPRESENTATIONS Research data presented using graphs is much easier to understand, make comparisons and draw conclusions. The various types of graphs are: • Line graphs; • Frequency polygons; • Vertical bar charts (column charts); • Pie charts; and • Horizontal bar charts; • Pictographs. • Histograms; www. futuremanagers. com

Module 2: Human resource provisions RECRUITMENT Recruitment can be defined as the timely and cost-effective search for and identification of a suitable supply of candidates from within or outside an organisation to fill a job vacancy. Recruitment is a two-way process that includes searching for, identifying, attracting and appointing suitable candidates from an available pool of labour locally or nationally to the vacancies that exist within the organisation by means of various methods. www. futuremanagers. com

Module 2: Human resource provisions (continued) SCREENING AND SELECTION Screening is the elimination of applications in which the characteristics do not match the minimum requirements of the job and may even involve holding preliminary interviews with a number of candidates who appear suitable from their written applications. Selection is the process whereby the organisation identifies the candidate whose competencies are the best match for the job in question. www. futuremanagers. com

Module 2: Human resource provisions (continued) EMPLOYMENT EQUITY Equity, or the older and better known term, ‘affirmative action’, means that organisations are compelled to employ persons from previously disadvantaged groups and ensure that all employment processes and procedures adhere to a proportional representation of all persons. Persons from the designated groups must be given preference when interviewing and selecting individuals. www. futuremanagers. com

Module 2: Human resource provisions (continued) PLACEMENT AND INDUCTION After candidates have been selected to fill a vacant position, they are placed in the vacant position because they are expected to perform well in that position. Induction is the process of receiving and welcoming employees when they first join the organisation. www. futuremanagers. com

Module 3: Human resource management REWARDING PEOPLE IN ORGANISATIONS The idea of rewarding people in an organisation is geared towards improving overall performance at every level of the hierarchy. There are two core elements here: • Rewarding employee performance utilising a system of performance appraisal. • Rewarding employees according to the importance of the job utilising a system of job evaluation. www. futuremanagers. com

Module 3: Human resource management (continued) PERFORMANCE APPRAISAL Before a performance appraisal system can be put into place, there should be a clear agreement between employees and management about the objectives of the appraisal. Managing employee performance is a key managerial responsibility. www. futuremanagers. com

Module 3: Human resource management (continued) JOB ANALYSIS The systematic process used to collect information about a specific job in order to explore the activities required to effectively perform that job is called job analysis. This is a critical first step prior to commencing with determining what a job is worth and therefore the reward that should be attached to the position through the process of job evaluation. www. futuremanagers. com

Module 3: Human resource management (continued) JOB EVALUATION Job evaluation is the determination of a job’s relative worth in terms of remuneration. Jobs on all levels of the organisation are compared and a relative value is coupled to a job. Minimum knowledge and skill requirements as well as responsibilities of each job are identified and ranked. www. futuremanagers. com

Module 3: Human resource management (continued) REWARD (COMPENSATION) MANAGEMENT Reward management is the management of a system where individuals are rewarded for their work, diligence and level of performance within an organisation with financial incentives. www. futuremanagers. com

Module 3: Human resource management (continued) INCENTIVE SCHEMES Incentive schemes are established to motivate employees to work to the maximum level of their capability, i. e. to be as productive as possible. Incentive schemes can be applied to individuals or to groups. Traditional systems of rewarding employees may not lead to maximum employee effectiveness. www. futuremanagers. com

Module 3: Human resource management (continued) TERMINATION OF SERVICE Termination of service refers to leaving the service of an employer. Termination can be initiated by the employee or the employer and it can be voluntarily or compulsory. Termination, or separation, includes laying off/retrenching, firing/discharging/dismissing or boarding by the employer; or resignation, pension/retirement and death on the part of the employee. www. futuremanagers. com