30/04/2024, 12:04 Module Guide [ ± 60 min ] | Eduvos

Eduvos (Pty) Ltd (formerly Pearson Institute of Higher Education) is registered with
the Department of Higher Education and Training as a private higher education
institution under the Higher Education Act, 101, of 1997. Registration Certificate
number: 2001/HE07/008.

Date: Tuesday, 30 April 2024, 12:04 PM

COHMA0-22 (2024)
Module Guide [ ± 60 min ]

1. Module Information

Faculty Commerce and Law NQF Level 5

Module Code COHMA0 Credit Value 10

Introduction to Human
Module Name Notional Hours 100
Resource Management

Prerequisites/
Year Level 1 N/A
Corequisites

Duration of Module 1 Block Copy Editor Ingrid Viljoen

The module guide must be read in conjunction with the myLMS page and prescribed textbook. This
document will be the first port of call to understanding what will be assessed and which assessments form
part of the module.

The purpose of the module guide is to highlight:

The learning outcomes and assessment criteria that need to be met to pass the module
The assessments required to be completed for the module
The additional resources required for the module
The topics that will be focused on for the module

2. Module Aim

The aim of this module is to introduce students to the concept of ‘human resource management’ (HRM) to
assess the importance of HRM in the South African context and to familiarise students with the concept of
‘employment relations’ and the core legislation governing labour in South Africa. The definition of ‘jobs’ will, in

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addition, be explored within the context of two vital HRM processes, namely, job design and job evaluation.
Lastly, we will analyse the importance of finding and choosing the most suitable candidate to fill a vacancy.

The module will, therefore, provide an understanding of human resource (HR) processes and objectives to
enable students to develop the necessary skills and competencies in this discipline, with the long-term
objective of being employed in the HR field/industry. A major focus area throughout HR studies will be the
objective of developing job readiness and enhancing the students’ employability in the various functional
areas of HRM covered in this module.

3. Module Description

Organisations are reliant on various types of resources, such as physical, financial, informational and HR-
related, to conduct their business and reach their goals and objectives. Geyer (2013) describes a resource
as “any physical entity that is required to achieve a particular objective”, and further notes that of the
resources utilised by organisations, HR, its employees and/or staff, are an organisation’s most valuable
asset. All organisations need committed and loyal employees to assist the company in reaching its goals and
objectives. For employers to do so, the right employees with the right knowledge, skills and abilities must be
selected, trained, motivated and kept satisfied. Therefore, it is vital for organisations to manage their HR
employees (Geyer, 2013).

The concept of ‘HRM’ will be defined at the start of the module, and the main tasks and duties involved in the
HRM function will be identified. We will then explore how HRM has evolved over the last few years, which
will include a discussion on how the focus of HRM has moved beyond personnel management towards a
more proactive approach. In addition to the traditional roles associated with staff management, the module
will also address how to find the best people and how to bring the potential out in people so that they fulfil
roles and work in ways that are closely aligned with organisational objectives.

HRM in the South African context will be analysed by emphasising the importance of organisations being
aware of the environment in which they operate, and how different internal and external factors may
influence their HRM. The concept of ‘employment relations’ will be introduced, and the main acts and/or
legislation governing labour in South Africa will be explored. Finally, the concept of ‘jobs’ will be defined by
applying two important HRM tasks: Job design and job analysis, after which the importance of finding and
selecting the right people for the job will be discussed. In particular, the ‘recruitment’ and ‘selection’
processes will be evaluated. Recruiting and selecting the right employees assists an organisation in
achieving its goals and objectives as a result of these employees making valuable contributions within their
field of expertise.

Organisations with effective HRM policies, processes and practices will have committed and skilled
employees who contribute effectively to the success of the organisation. In competitive business contexts,
this is a significant contribution to maintaining a competitive advantage. This module forms the foundation for
further studies in HR development, employee and labour relations and strategic HR management.

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4. Learning Outcomes

By the end of this module, you will be able to:

Learning Outcome Assessment Criteria

1.1 Understand the HRM overview, definition and

terms.

1.2 Discuss the history of personnel management

(how the field of HRM has evolved from the past to
the present).

1.3 Distinguish between the different approaches to

1. Discuss the concept of human resource
managing human resources (the influence of other
management (HRM) and assess the practice of
disciplines).
HRM in South Africa. (Chapter 1)

1.4 Describe the HRM roles in SA – 21st century

and beyond.

1.5 Understand the profile of an HR manager.

1.6 Have knowledge about the HR professional

bodies in SA.

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2.1 Define HR strategy.

2.2 Assess the basic functions of management.

2.3 Explain the integration of HRM and line

management.

2.4 Describe the levels of strategic planning and

formulation.

2.5 Elaborate on organisation structure.

2.6 Motivate organisational and functional

2. Understand strategising, structuring and planning. relationships in an organisation.
(Chapter 2)
2.7 Explain delegation of authority.

2.8 Understand span of control.

2.9 Describe staffing function of HRM.

2.10 Critically discuss job analysis.

2.11 Examine HR planning.

2.12 Describe succession planning.

2.13 Assess the effectiveness of HRM.

3.1 Understand HR forecasting.

3.2 Explain the meaning of effective recruitment.

3.3 Explain recruitment policy and procedures.

3.4 Elaborate on recruitment sources.

3. Evaluate the recruitment of potential employees. 3.5 Describe the recruitment process.
(Chapter 3)
3.6 Evaluate the recruitment programme.

3.7 Understand affirmative action and employment

equity.

3.8 Motivate recruiting people with disabilities.

3.9 Write a job advertisement.

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4.1 Define ‘selection’.

4.2 Explain the internal and external factors that

influence the selection decision.

4.3 Explain the selection process.

4.4 Discuss the selection methods.

4. Analyse and apply the procedures that are 4.5 Motivate background investigation or reference
involved in selection and appointment of an checks.
employee. (Chapter 4)
4.6 Examine making a fair and objective selection
decision.

4.7 Explain evaluation and quality assurance in the

selection process.

4.8 Discuss employment contracts.

4.9 Develop a letter of appointment.

5.1 Define the concept of ‘employment relations’.

5.2 Explain the difference between industrial

relations and employment relations.

5.3 Contextualise the key labour relations acts in

South African labour law, and their impact on
5. Examine the key labour relations acts that govern employment relations (legislative framework).
HRM in South Africa (Employment relations).
5.4 Know the Basic Conditions of Employment Act
(Chapter 11)
75 of 1997 (BCOEA).

5.5 Examine the regulation of leave.

5.6 Understand the Labour Relations Act 66 of

1995.

5.7 Define a collective agreement.

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5. myLMS Module Page

This myLMS page is built to ensure that you receive guidance on how to approach your module and it
includes documentation to assist you in succeeding. You will be required to engage daily with all the material
on your myLMS page to enable you to pass the module. It is important that you utilise the following
resources available on your myLMS module page:

Module guide
Module lessons
Blended learning activities
Assessments
Important notifications from your lecturer
Module announcements (discussion forums)
Links to lectures, lecture recordings and prescribed videos (where applicable)

Additional academic documents can be found on the myDocuments myLMS page.

6. Prescribed Resources

Textbook(s)

Rieger, F. and Van Nieuwenhuizen, P.J.J. 2018. Human Resource Management: An Introduction: 1st edition.
Cape Town: EDGE Education. ISBN: 9781776120871

Video(s)

Week 3: Heffernan, M. 2019. The human skills we need in an unpredictable world. TEDSummit 2019.
[Online] Available at:
https://www.ted.com/talks/margaret_heffernan_the_human_skills_we_need_in_an_unpredictable_world#t-
26526 [Accessed: 06 April 2022]

7. Recommended Resources

Take note that all disciplines and their corresponding textbooks are frequently updated. Therefore, you
should use the latest editions, where available. Recommended resources should be used for research
purposes. There is a range of resources related to this module, including the following:

Textbook(s)

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Dessler, G. 2017. Human Resource Management (Global Edition). 15th edition. Florida: Pearson.

Grobler, P.A., Warnich, S., Carrell, M.R., Elbert, N.F. and Hatfield, R.D. 2018. Human Resources
Management in South Africa. 6th edition. Hampshire: South-Western Cengage Learning.

Mondy, R.W. 2012. Human Resource Management. 12th edition. Essex: Pearson.

Mullins, L.J. 2010. Management and Organisational Behaviour. 9th edition. Harlow: FT Prentice Hall.

Nel, P., Werner, A., Poisat, P., Sono, T., Ngalo, N., and Du Plessis, A. 2014. Human Resource Management.
9th edition. Cape Town: ABC Press.

Steyn, J. 2019. Basic Psychology for Human Resource Practitioners. 3rd edition. Juta.

Torrington, D., Hall, L. and Taylor, S. 2008. Human Resource Management. 7th edition. London: Pearson.

Van Aswegen, S., (ed.) Gobind, J., Havenga, W., Kleynhans, R. and Markham, L. 2012. Introduction to
Human Resource Management: Fresh Perspectives. 2nd edition. Cape Town: Pearson. ISBN:
9781775783381

Website(s)

Web pages provide access to a further range of internet information sources. Lecturers may download the
web-related material for you to access offline. You must use this resource with care, justifying the use of
information gathered.

The National Human Resources Directory [Online] Available at: https://www.hrworks.co.za/articles

[Accessed: 06 April 2022].

Human Resources Today [Online] Available at: https://www.humanresourcestoday.com/ [Accessed: 06 April

2022].

SA Board for People Practices [Online] Available at: http://sabpp.co.za/ [Accessed: 06 April 2022].

South African Labour News [Online] Available at: http://www.salabournews.co.za [Accessed: 06 April 2022].

South African Department of Employment and Labour [Online] Available at: http://www.labour.gov.za
[Accessed: 06 April 2022].

The South African Labour Guide: Your Guide to Labour Law in South Africa [Online] Available at:
http://www.labourguide.co.za [Accessed: 06 April 2022]

8. Supporting Documents

Geyer, L., Levin, A., Makati, P., Pierce, R., Potter, M., and Wheeler, A. 2023. Eduvos Guide to Referencing

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(Harvard Referencing Method). Unpublished document. Eduvos.

9. Essential Requirements

Access to the institution’s Learning Management System (myLMS) to access all study material.
Access to Microsoft Teams to attend online lectures and consultations.
Access to a resource centre or an online library with a wide range of relevant resources including
textbooks, newspaper articles, journal articles, organisational publications and databases.
Access to a range of academic journals in electronic format via ProQuest or other databases.

10. Employer Engagement and Vocational Contexts

Practical examples from South African workplaces will be discussed in class to enhance understanding
and learning.
Where and when available, guest lecturers will present on topic relevant issues from an industry
perspective.

11. Time Allocation Guideline: Full-Time Students

Week Week Week Week Week Week Week Week

Week 0
1 2 3 4 5 6 7 8

Lecturer-led No live
4hrs 4hrs 4hrs 4hrs 4hrs 4hrs 4hrs -
Sessions sessions

Practicals / No
- - - - - - - -
Tutorials sessions

myLMS Learning
Lessons and starts 4hrs 4hrs 4hrs 4hrs 4hrs 4hrs 4hrs -
Activities 1hr

Formative
- 3hrs 4hrs 4hrs 4hrs 4hrs 4hrs - -
Assessments[1]

Summative
- 1hr 1hr 1hr 1hr 3hrs 3hrs 7hrs 3hrs
Assessments[2]

Total 1hr 12hrs 13hrs 13hrs 13hrs 15hrs 15hrs 15hrs 3hrs

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Overall Total 100 Hours

[1] This time includes the preparation time and assessment time.

[2] This time includes the preparation time and assessment time.

12. Time Allocation Guideline: Part-Time Students

Week Week Week Week Week Week Week Week

Week 0
1 2 3 4 5 6 7 8

Orientation
and
Lecturer-led Introduction 3hrs +
3hrs 3hrs 3hrs 3hrs 3hrs 3hrs -
Sessions to module 2hrs
(1 hour)

Practicals / No
- - - - - - - -
Tutorials sessions

myLMS
Learning
Lessons and 4hrs 4hrs 4hrs 4hrs 4hrs 4hrs 4hrs -
starts
Activities

Formative
- 3hrs 4hrs 4hrs 4hrs 4hrs 4hrs -
Assessments[1]

Summative
- 2hrs 2hrs 2hrs 2hrs 4hrs 4hrs 6hrs 3hrs
Assessments[2]

Total 1hr 12hrs 13hrs 13hrs 13hrs 15hrs 15hrs 15hrs 3hrs

Overall Total 100 Hours

[1] This time includes the preparation time and assessment time.

[2] This time includes the preparation time and assessment time.

13. Assessment

Assessments will take place continually during the block to evaluate your progress throughout the module.

Assessment = Formative assessment + Summative assessment

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All assessments must be submitted through Turnitin, on the assessment tile, within your myLMS module
page. Assessments must not be submitted via Turnitin on the campus page(s).

You may be required to complete some assessments online on myLMS. The following guidelines may apply:

You may be required to write an online assessment directly on myLMS. You will need to log in at a
specified time to attempt the assessment. Once the allocated time expires, the assessment will no longer
be available to complete.
Time limits should be checked before commencing assessments. Refer to the Details of Assessments
table in this module guide.
Ensure that your internet connection is stable.
In some cases, assessments will not be available indefinitely and will be available for only a day or two.
The marks for some assessments may only be available after all students have attempted the
assessment after the assessment due date.

It is the students’ responsibility to retrieve their assessment feedback and verify their marks on the day they
are released. No adjustment of marks will be entertained beyond one week after marks are released.

14. Formative Assessment

Formative assessments are conducted so that you are given feedback on your progress in the achievement
of specific learning outcomes.

14.1. Assignment

There will be one (1) Assignment for this block. This assessment is a group assessment. Groups should
consist of a maximum of 4 members (3–4 members). The assessment will contribute 20% towards the final
mark. Students should spend 10–15 hours on the assessment. There will not be a deferred opportunity.
Refer to the Details of Assessments table for dates and times of release and submission.

Assignments must be submitted on or before the due date to the lecturer as per arrangement (or as
otherwise stipulated). Five percent (5%) will be deducted for every day that the assignment is late, up to a
maximum of three days. Assignments that are more than three days late will be awarded a zero.

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14.2. Quiz

There will be one formative assessment in the form of a quiz. This quiz is an individual online Quiz. This
formative assessment will contribute 10% towards the final mark.

14.3. Online Test(s)

There will be two (2) Online tests that will each contribute 10% towards the final mark. The online test is a
timed assessment. There will be a deferred opportunity. Refer to the Details of Assessments table for dates
and times of release and submission.

If an assessment is missed because of illness, a doctor’s note must be presented within 3 calendar days of
the missed assessment to the academic admin manager/administrator/ coordinator.

To make up for this missed assessment, you may be able to attempt a deferred assessment. However, in
order to gain entry to this assessment, you will have to follow various procedures and meet certain criteria.
You must complete a Deferred Assessment Application Form available on myLMS. You will be required to
pay a non-refundable fee per application. Each assessment missed requires a separate application. This will
be your only opportunity to make up for a missed assessment.

15. Summative Assessment

Summative assessments quantify students’ understanding of the module as a whole and identify students
who have not yet mastered the module’s content and need further intervention.

The pass mark for a summative assessment is 50%. In order to pass the module, a sub-minimum mark of
40% or higher is required for the summative assessment and a final average of 50% or higher is required for
the entire module.

A summative assessment schedule will be released to students on myLMS with their timetabled assessment
dates before Week 5 of each block. This schedule will be made available on the myDocuments page on
myLMS.

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15.1. Proctored and Invigilated Examination

This assessment is an individual assessment. The assessment will be an Examination. This assessment will
contribute 50% towards the final mark. There will be a deferred opportunity. Refer to the Details of
Assessments table for dates and times of release and submission.

This assessment is available for attempt on campus in an invigilated venue using the campus resources or
remotely using your personal resources with the Respondus proctoring software. This proctoring software is
designed to identify irregularities, such as not remaining seated during the assessment or communicating
with someone, which may result in disciplinary action being taken against you.

Should you choose to attempt the assessment remotely, you will require the following resources and are
responsible to ensure that they are in good working order:

1. Hardware: Computer with a functional webcam and microphone.

2. Software: Windows 10 and Google Chrome. Where proctoring software is required for the assessment,
it will be provided to you by Eduvos to download and install (Administrator rights on the device will be
required).
3. Internet: Stable internet connection with a minimum bandwidth of 10Mbps.
4. Power supply: Adequate power supply for the duration of the assessment.

Once you click on the ‘Start attempt’ button, the Respondus proctoring software will be launched and the
video feed from your webcam and audio feed from your microphone will be recorded. Once you have clicked
on the ‘Submit all and finish’ button, the recording will stop.

These recordings will be accessible to the Eduvos National Assessment Office and the software provider,
who has entered into a data protection agreement with Eduvos to ensure the safety and security of the
recordings and their use.

Students need to take note that the assessment has the above-mentioned time limit, and no extra time will
be awarded. Once the assessment time limit has been reached, all questions that have been answered will
be submitted automatically for grading.

There shall be only one attempt for the scheduled online assessments. Additional attempts of the
assessment will not be afforded to students for the failure of personal resources.

The summative assessment will have a sub-minimum requirement of at least 40%. A supplementary
opportunity, which will cover the entire module’s content, may be available for students who fail the
summative assessment(s) (refer to the Details of Assessments table). This will be scheduled in the allocated
weeks, as per the academic year calendar, and may take the form of a re-submission opportunity dependent
on the type of summative assessment.

To make up for a missed summative assessment, you may be able to attempt a deferred summative
assessment. This is dependent on your circumstance that affected your ability to attempt the original
assessment. However, to qualify for the deferred assessment, you will have to follow various procedures and
meet certain criteria. You must complete a Deferred Assessment Application Form available on myLMS, and
you will be required to pay a non-refundable fee per application. The deferred summative assessment will be
attempted at the same time as the supplementary summative assessment and will cover the entire module’s
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content. A student who has been granted a deferred assessment and who does not present themself, or fails
the assessment, will not be permitted a supplementary opportunity, and will need to re-attempt the module as
stipulated in the Conditions of Enrolment.

16. Plagiarism

All assignments and reports must be submitted to the online similarity checker (Turnitin) available on myLMS
prior to being submitted for marking. When submitting your assignment/report, it is compulsory to submit the
entire Turnitin report. Marks will be deducted in accordance with the institutional policy.

Also, when submitting assessments you should include the applicable completed and signed assessment
coversheet as an acknowledgement that the work submitted is your own original work, except for source
material explicitly acknowledged. This declaration will serve as proof that you are aware of the institution’s
policies and regulations on academic integrity.

17. Details of Assessments

Sub-
Assessment Lecture Release Submission Submission
Assessment Weighting Minimum Duration
Method Week Week Week Time
Requirement

Formative Assessment
Quiz 1 10% Week 3 N/A Week 3 Week 3 23:59 1.5 hrs
(Covers Weeks 1 - 2)

Formative Assessment
Online Test 1 10% Week 4 N/A Week 4 Week 4 23:59 1.5 hrs
(Covers Weeks 2 - 3)

Deferred Formative
Deferred
Assessment (if applicable) 10% Week 6 N/A Week 6 Week 6 23:59 1.5 hrs
Online Test 1
(Covers Weeks 2 -3)

Formative Assessment
Online Test 2 10% Week 5 N/A Week 5 Week 5 23:59 1.5 hrs
(Covers Weeks 4 - 5)

Deferred Formative
Deferred
Assessment (if applicable) 10% Week 7 N/A Week 7 Week 7 23:59 1.5 hrs
Online Test 2
(Covers Weeks 4 -5)

Formative Assessment
Assignment 20% Week 6 N/A Week 6 Week 6 23:59 5 Weeks
(Covers Weeks 1 - 6)

TOTAL WEIGHT OF
FORMATIVE 50%
ASSESSMENTS

As per As per As per

Summative Assessment Proctored and
summative summative summative
(covers all Learning Invigilated 50% Week 8 40%
assessment assessment assessment
Outcomes) Examination
schedule schedule schedule

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Supplementary/Deferred As per As per As per As per

Proctored and
Summative Assessment module summative summative summative
Invigilated 50% 40%
(covers all Learning content assessment assessment assessment
Examination
Outcomes) table schedule schedule schedule

TOTAL WEIGHT OF
SUMMATIVE 50%
ASSESSMENTS

TOTAL WEIGHT 100%

18. Final Mark

In order to pass the module, a final average of 50% or higher is required for the entire module.

The final mark is calculated as follows:

Final Mark [(Formative Assessment 1 (Assignment) percentage × 0.20)+(Formative Assessment 1 (Quiz 1)

percentage × 0.10) + (Formative Assessment 2 (Online Test 1) percentage × 0.10) + (Formative Assessment
3 (Online Test 2) percentage × 0.10) + (Summative Assessment percentage × 0.50)]

19. Consultations

Lecturers will be available for consultations. Specific details in this regard will be made available on your
campus specific myLMS pages. You must give lecturers 24 hours’ notice for appointments. Consultation
meetings can be requested via email. It is important that you detail the requirements (chapter, section, etc.)
for your consultation.

20. Module Content

You are required to attend all lessons. In addition, exercises and activities, which are supplied by lecturers,
are compulsory.

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20.1. First Block

Topics and Assessment

Learning Weeks Assessments References
Criteria Covered

Chapter 1
Introduction: What is Human
Section 1.1–1.3
Week 0 Resource Management?
Appendix A
AC: 1.1–1.3
Appendix B

Chapter 1
Introduction: What is Human Section 1.1–1.3
Week 1 Resource Management? Appendix A
AC: 1.1–1.3 Appendix B

Chapter 1
Introduction: What is Human Section 1.4–1.6
Resource Management? Appendix A
AC: AC: 1.4–1.6 Appendix B
Week 2
Strategising, structuring and
planning Chapter 2
AC: 2.1–2.6 Section 2.1–2.6

Strategising, structuring and Chapter 2

planning Section 2.7–2.13
AC: 2.7–2.13
Week 3
Chapter 3
Recruiting potential
Section 3.1–3.5
employees
Appendix C
AC: 3.1–3.5

Recruiting potential Chapter 3

employees Section 3.6–3.9
AC: 3.6–3.9 Appendix C
Week 4
Selection and appointment of
Chapter 4
an employee
Section 4.1–4.4
AC: 4.1–4.4

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Selection and appointment of

Chapter 4
an employee
Section 4.5–4.9
AC: 4.5–4.9
Week 5 Chapter 11
Section 11.1–11.3
Employment Relations
AC: 5.1–5.3

Chapter 11
Week 6 Employment Relations
Section 11.4–11.7
AC: 5.4–5.7

Chapter 1–4 and 11

Week 7 Module Revision All sections

Week 8 Summative Assessment

TBC Supplementary/Deferred Assessment

20.2. Appendix A

This appendix should be referred to when studying the content and the assessment criteria for the week(s)
listed below.

Week 1

Learning Outcome: Discuss the concept of human resource management (HRM) and assess the practice
of HRM in South Africa. (Chapter 1)

Assessment Criteria: 1.2 Discuss the history of personnel management (how the field of HRM has evolved
from the past to the present).

Discuss How the Field of Human Resource Management

(HRM) Has Evolved from the Past to the Present
Know/understand this appendix before starting the learning opportunity.

Figure 1 – The evolution of HRM

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Source: Potgieter, J.M. (2019)

Industrial Revolution

The industrial revolution followed these practices in terms of employee/people’s activities:

Employees were subjected to long working hours and very low wages.
Unpleasant and unhygienic working conditions were prevalent.
The establishment of various factories raised labour demands, yet salaries stayed the same.
Employee wellness was overlooked and not seen as relevant.
Major strikes and riots evolved due to the working conditions.
As a result of the unrest, labour unions were established.

Post-Industrial Revolution

Human resources (HR) evolved significantly – various experiments were conducted to enhance employee
motivation and performance, which in turn increased organisational profits.

Some theories evolved out of the experiments:

Frederick W. Taylor – scientific management (1857–1911). Focus was on:

Training employees, maintaining wage uniformity and increasing productivity
Hawthorne studies – Elton Mayo and Fritz Roethlisberger (1927–1940). Focus was on:
Improving work satisfaction
Douglas McGregor’s Theory X and Theory Y (1960) and Abraham Maslow’s Hierarchy of Needs (1954).
Focus was more on:
What the employees’ needs are in order for them to perform

Personnel Management and Human Resource Management

Employee wellness, which includes working conditions, salaries and employee health and safety, became
more crucial in personnel management and HRM. The following table outlines the differences between
personal management and HRM:

Source: Potgieter, J.M. (2019)

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Strategic Human Resource Management (SHRM)

With SHRM, the HR department and the individuals’ goals and objectives are now aligned with the
organisation’s strategic goals and objectives. HR no longer functions alone.

Furthermore, SHRM specifically focuses on taking actions that differentiate the organisation from its
competitors. The aim is to make a long-term impact on the success of the organisation. All departmental
managers (e.g. production, marketing, financial, etc.) manage people – it is not just HR that does the
managing. Therefore, HR managers act as staff (advisory) managers to other managers.

Resource/Bibliography

HRdictionary. 2012. Evolution of Human Resource Management. HRdictionary blog. Web log post. 28
October 2012. [Online] Available at: https://hrdictionaryblog.com/2012/10/28/evolution-of-human-resource-
management/ [Accessed: 16 April 2020]

Paycom. 2020. HR:evolution: The Position of HR. Video, [Online] Available at:
https://www.youtube.com/watch?v=JNqbAAXgsKI

20.3. Appendix B

This appendix should be referred to when studying the content and the assessment criteria for the week(s)
listed below.

Week 1

Learning Outcome: Discuss the concept of human resource management (HRM) and assess the practice
of HRM in South Africa. (Chapter 1)

Assessment Criteria: 1.1 HRM overview, definition and terms.

Describe the Main Functions and Activities Within the Field

of Human Resource Management (HRM)

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Job Design and Analysis

‘Job analysis’ refers to the process of determining the duties and skill requirements of a job and the kind of
person who should be hired for it. Furthermore, it is the process of gathering and analysing information about
the content and the human requirements of jobs, as well as the context in which jobs are performed. Human
resources (HR) ensures that these processes are followed to ensure that correct and effective job
descriptions and job specifications are established for the positions.

Job Design and Analysis

‘Job analysis’ refers to the process of determining the duties and skill requirements of a job and the kind of
person who should be hired for it. Furthermore, it is the process of gathering and analysing information about
the content and the human requirements of jobs, as well as the context in which jobs are performed. Human
resources (HR) ensures that these processes are followed to ensure that correct and effective job
descriptions and job specifications are established for the positions.

Recruitment and Selection

Recruitment and selection are crucial in employment relations. It is important to recruit the best candidates,
to follow the correct (and ethical) procedures in selecting them and, thereafter, to induct them into the
organisation. There are severe implications of ineffective recruitment and selection strategies. Therefore, it is
crucial that HR ensures that the recruitment and selection process is effectively designed, improved upon
and executed

Employee Orientation and Onboarding

Employee orientation/onboarding refers to the process of providing the new employees with the necessary
information/training relating to the organisation, the team and the employee’s current job. It typically includes
the following:

Connecting the employee to all the systems of the organisation (e.g. internet access, password and
computer setup, printer installation, organisation access card, parking space and disk, etc.)
Introducing the employee to the team they will be working with, as well as major departments and key
players in the organisation
Introduction to, and training on, all organisation and employee policies, benefits and expectations in terms
of work behaviour
Providing extensive information with regard to the employee’s current job (including job description, work
expectations, going through the contract, etc.)
Socialising the employee: introducing them to other employees and helping to familiarise them with the
organisation

The HR department ensures the design, improvement and implementation of the onboarding
process/manual and equips all supervisors and managers to execute the day-to-day onboarding activities.

Training and Development

HR staff also focus their efforts and attention on training and development needs. They ensure that the
training/development improves or develops the employees’ competencies or skills in order to improve
productivity and performance. They ensure regular training based on organisational and job-specific needs.

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They conduct needs analysis annually, and design/implement training targeted at creating a learning culture
and improving skills. The onus is on HR to take an active leadership role in responding to training and
business needs.

Performance Management and Appraisals

HR is responsible for designing and implementing the performance management and appraisal processes.
They also monitor the processes to ensure that everything is up to standard.

HR designs the entire process.

They inform the employees of the appraisal process and criteria.
The HR team sits with the reviewing authorities to ensure that appraisals are done on time and that only
deserving employees are rewarded.
HR ensures that all databases are up to date.

Compensation

HR is responsible for researching, establishing, improving and maintaining the organisation’s pay systems
and incentives structures. It is crucial for them to research current and upcoming competitive markets for pay
and incentives, and to ensure that they stay on par with new developments. Furthermore, they ensure that
the pay systems and incentive structures are fair and equal among all job levels in order to retain current
employees and recruit prospective employees.

Career Development

Definition: Career development is the process of improving an individual’s abilities in anticipation of future
opportunities for achieving career objectives.

HR must ensure that employees acquire the necessary skills and experience to perform current and future
jobs. They implement and design policies and procedures for the employees, with a focus on the following:
Promotion, counselling, employee wellness and helping employees to develop their career and find
opportunities to excel in the future.

Labour Relations

‘Labour relations’ refers to the direct relationship between:

The organisation and its employees

The relationship between the organisation and the union(s)

The HR department is responsible for dealing with, or providing, guidance/council with regard to the
relationships between the parties involved, so as to ensure an optimally functioning organisation.

Health and Safety

HR is not required to understand and implement all health and safety measures; however, they do play a role
in administrating, communicating, facilitating and championing the process. HR and the employer must
proactively identify possible risks and develop control measures to make the workplace safe. Furthermore,
HR must ensure that every member of the organisation understands health and safety in the organisation
and that this is taken on as a mutual responsibility.

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National HR Competency Model Sets Benchmark for HR Professionalism

HR has to comply with HR standards as set by the SA Board for People Practices (SABPP). The SABPP’s
HRM System Model and Standard describes what organisations should have in place in order to optimise
their human capital and to provide meaningful work and quality of work life for employees. The HR
Competency Model is closely linked to the Standard and describes what HR practitioners need to be able to
offer in terms of knowledge, skills and behaviour to implement the Standard.

Source: SA Board for People Practices. 2019. National HR Competency Model Sets Benchmark for HR
Professionalism. (Online) Available at: https://www.sabpp.co.za/product-solutions/hr-competency-model.
(Accessed: 04/05/2023)

Resources/Bibliography

Dessler, G. 2017. Human Resource Management (Global Edition). 15th edition. Florida: Pearson. ISBN:
9781292152103.

Heathfield, S. 2020. What Does a Compensation Manager Do? The Balance Careers, 13 January 2020
(updated). [Online] Available at: https://www.thebalancecareers.com/what-does-a-compensation-manager-in-
hr-do-1918544 [Accessed: 15 March 2020].

Juneja, P. 2019. Role of HR in Performance Appraisals. Management Study Guide. [Online] Available at:
https://www.managementstudyguide.com/role-of-hr-in-performance-appraisals.htm [Accessed: 15 March
2020].

Juneja, P. 2019. Training and Development – A Key HR Function. Management Study Guide. [Online]
Available at: https://www.managementstudyguide.com/training-development-hr-function.htm [Accessed: 15
March 2020].

Kilian, J. 2012. What is the Role of HR in Health and Safety Compliance? HRPulse, 10 December 2012.
[Online] Available at: http://www.hrpulse.co.za/health-and-safety/overview/229100-what-is-the-role-of-hr-in-
health-and-safety-compliance [Accessed: 15 March 2020].

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SA Board for People Practices. n.d. National HR Competency Model Sets Benchmark for HR
Professionalism. [Online] Available at: https://www.sabpp.co.za/product-solutions/hr-competency-model
[Accessed: 15 March 2020].

whatishumanresource.com. n.d. Career Development. [Online] Available at:

http://www.whatishumanresource.com/career-development [Accessed: 15 March 2020].

20.4. Appendix C

This appendix should be referred to when studying the content and the assessment criteria for the week(s)
listed below.

Week 2

Learning Outcome: 2. Understand strategising, structuring and planning. (Chapter 2)

Assessment Criteria: 2.12 Describe succession planning.

HR Planning and Succession Planning

Succession planning revolves around the notion and processes of developing workforce/HR plans,
specifically for an organisation’s top positions (e.g. the CEO). The HR planning for these positions is
somewhat different from the planning for the other positions in the organisation.

Definition: Succession planning is the ongoing process of systematically identifying, assessing and
developing organisational leadership to enhance performance (SAQA, 2013).

Steps in succession planning (Dessler, 2017):

1. Identify key/high potential position needs.

Top management and HR director will review the current talent and create skills profiles for these key
positions.

2. Develop inside candidates.

Provide these individuals with developmental opportunities in order to equip them for the future role or to
make them viable for the position.

3. Assess and select the individuals who will fill those key positions.

Finally, assess these candidates to select the candidate who is best suited for the key position.

Resources/Bibliography

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Dessler, G. 2017. Human Resource Management (Global Edition). 15th edition. Florida: Pearson. ISBN:
9781292152103.

SAQA. 2013. Policy on Succession Planning. DocPlayer.net, 2016. [Online] Available at:
https://docplayer.net/1114243-Policy-on-succession-planning.html [Accessed: 15 March 2020].

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