Human Resource Management 4e

People and their effective management are key to sustainable organisations. The authors of Human Resource Management, now in its fourth edition, combine their respective experience from both academia and the workplace to provide a balanced and useful book that covers the key principles for the effective management of people. The book has a sound theoretical base, which includes a wide range of topics from areas such as the human resource management function, strategic human resource management, organisational behaviour, leadership, labour legislation and labour relations. Cover Title page Imprint page Contents About the authors Acknowledgements Key to icons Chapter 1: Introduction to the management of people in sustainable organisations Learning outcomes Introduction 1.1 Organisations 1.2 The role of people in organisations 1.3 Managing people effectively 1.4 Outline of the book Summary Multiple-choice questions References Chapter 2: South African labour legislation Learning outcomes Introduction 2.1 The common law and the individual contract of employment 2.2 Statutory law 2.3 The Labour Relations Act 66 of 1995 (the LRA) 2.4 The Basic Conditions of Employment Act 75 of 1997 2.5 The Unemployment Insurance Act 63 of 2001 2.6 The Occupational Health and Safety Act 85 of 1993 (OHSA) 2.7 The Compensation for Occupational Injuries and Diseases Act 130 of 1993 2.8 The Public Holidays Act 36 of 1994 2.9 The Employment Equity Act 55 of 1998 2.10 Other relevant legislation Summary Multiple-choice questions References Appendix 2A Contract of employment Appendix 2B Personnel record: Personal details Appendix 2C Personnel record: Employment details Appendix 2D Personnel record: Time and wages register; training and development database Appendix 2E Personnel record: Attendance register Appendix 2F Personnel record: Payslip Chapter 3: The South African labour relations system Learning outcomes Introduction 3.1 The nature of labour relations 3.2 The history of labour relations in South Africa 3.3 The parties in labour relations 3.4 Types of trade unions 3.5 Trade-union federations 3.6 Why employees join trade unions 3.7 Worker representatives 3.8 The changing role of trade unions Summary Multiple-choice questions References Chapter 4: Human resource planning Learning outcomes Introduction 4.1 The growth of an organisation 4.2 Organisational and HR strategy 4.3 Human resource planning 4.4 HR planning activities 4.5 Organisation and job design 4.6 Job analysis Summary Multiple-choice questions References Appendix 4A Job description, specification and profile for the post of office administrator Chapter 5: Staffing an organisation Learning outcomes Introduction 5.1 Recruitment 5.2 Selection Summary Multiple-choice questions References Appendix 5A A Selection grid Appendix 5B Conducting effective interviews Appendix 5C Key interview questions Chapter 6: Managing diverse and unique employees Learning outcomes Introduction 6.1 Factors that influence differences between individuals 6.2 Individual–organisation interaction 6.3 The manager as an individual 6.4 Managing diversity in South Africa Summary Multiple-choice questions References Chapter 7: Motivating staff Learning outcomes Introduction 7.1 Understanding motivation 7.2 Needs theories 7.3 Process theories Summary Multiple-choice questions References Chapter 8: Leadership of people Learning outcomes Introduction 8.1 Recognising a leader 8.2 The context of leadership 8.3 How to lead 8.4 Leadership capabilities and competencies 8.5 Developing leadership Summary Multiple-choice questions References Appendix 8A Leadership style preference Appendix 8B Personal beliefs instrument Chapter 9: Managing relational capital Learning outcomes Introduction 9.1 Relational and social capital 9.2 The nature of groups 9.3 Fundamentals of group functioning 9.4 Influences on group dynamics 9.5 Group dynamics 9.6 Teams in organisations 9.7 General communication principles affecting relational capital 9.8 Interaction of organisational teams with other groups 9.9 Corporate social responsibility: The impact of a multi-stakeholder view on employees and the organisation Summary Multiple-choice questions References Chapter 10: Structural capital, culture and change Learning outcomes Introduction 10.1 Structural capital 10.2 Organisational culture 10.3 Change management Summary Multiple-choice questions References Appendix 10A Change checklist for the change agent Chapter 11: Performance management Learning outcomes Introduction 11.1 Performance management and measurement 11.2 The performance-management process 11.3 Managing poor performance 11.4 Counselling employees for performance 11.5 Managing absenteeism, alcoholism and HIV/AIDS in the workplace Summary Multiple-choice questions References Appendix 11A Performance agreement Chapter 12: Compensation and rewarding performance Learning outcomes Introduction 12.1 Compensation objectives in an organisation 12.2 Pay and motivation 12.3 Developing a pay system 12.4 Benefits 12.5 Incentives 12.6 Legal considerations 12.7 Other considerations Summary Multiple-choice questions References Chapter 13: Training, development and learning Learning outcomes Introduction 13.1 Training, development and education 13.2 Legislation affecting training and development 13.3 Organisational learning Summary Multiple-choice questions References Chapter 14: Managing labour relations in the workplace Learning outcomes Introduction 14.1 Dealing with grievances 14.2 Discipline and dismissals 14.3 Unfair labour practices 14.4 Industrial action (Chapter 4 of the LRA) 14.5 Dispute resolution (Chapter 7, Part C of the LRA) Summary Multiple-choice questions References Appendix 14A Grievance procedure Appendix 14B Disciplinary code and procedure Appendix 14C Personnel record: Disciplinary details Chapter 15: Responsible strategic leadership and human resource management Learning outcomes Introduction 15.1 Responsible strategic leadership 15.2 The challenges of responsible strategic leadership 15.3 The activities of strategic leadership 15.4 Strategic leadership and HRM Summary Multiple-choice questions References Case study 1: Surance Brokers Case study 2: Spotless Case study 3: Phumla’s Manufacturing Case study 4: Jonny Jae Case study 5: The Friendly Café Index