ASSIGNMENT MEMORANDUM SUBJECT : HUMAN RESOURCE MANAGEMENT (HRM)

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1 Page 1 of 5 ASSIGNMENT MEMORANDUM SUBJECT : HUMAN RESOURCE MANAGEMENT (HRM) ASSIGNMENT : 1 st SEMESTER 2010 QUESTION 1 [30] The purpose of this question is to determine students understanding of the concept of the psychological contract, and how it may find application within the context of human resources management. Marks may be appointed for the following, which are only guidelines in terms of content: Definition of personality as the result of the integration of experiences from the environment and one s genetic disposition (1 mark) Job choice is influenced by our personalities (1 mark) People have certain expectations when searching for jobs (1 mark) These expectations give rise to the psychological contract (1 mark) If people s expectations are met in the workplace, people will be efficient and effective employees (1 mark) Three types of psychological contracts: o Coercive psychological contract (1): where individuals are kept against their will (1) o Calculative contract (1): agree to specific terms and conditions upon employment (1) o Cooperative contract (1): open agreement where the conditions are not defined as strictly as in the above examples (1) The discussion of the nature of the psychological contract: always has two sides (1) o Many factors people want from their jobs and what the organisations may seek: Search for a meaningful job (1); some status and prestige (1); to be promoted and developed (1); to be challenged (1); to be fairly compensated (1); contemporary expectations (1), which would include clear leadership and accountability (1) o Also important what the individual has to offer the organisation (1): o Ability to invent new methods of task performance (1) The manner in which the psychological contract is communicated is also of concern (1): Consider the degree to which the individual s expectations are met (1) What form will the agreement take? (1)

2 Page 2 of 5 Considering the above theoretical framework, students will be required to demonstrate their understanding of the different kinds of psychological contracts; this knowledge needs to be applied to the context represented in the question. The balance of marks (6) needs to be awarded where students identify a specific type of psychological contract and where there is a logical reasoning offered for this choice. QUESTION 2 [25] Marks can be given for the presentation of the following principles/guidelines regarding the process of job analysis: Discussion of the major uses of job analysis: 1. Workforce planning 2. Job evaluation and compensation 3. Recruitment and selection 4. Training, development and career planning 5. Performance management 6. Ergonomics 7. Health and safety procedures 8. Organisational restructuring 9. Labour relations 10. HR research. (1/2 mark per each of the above; maximum of 5 marks in total) Discussion of components of a job in terms of the following definitions: o Job family o Occupation o Jobs o Position o Responsibility o Duty o Task o Element (5 marks maximum for this section of the answer). Process of job analysis: 1 mark for each of the following (9 steps = 9 marks): Step 1: Involve and empower employees in the process: Job analysis must never be undertaken without consultation with employees. The easiest way of ensuring consultation is to enlist the services of a job analysis committee. Step 2: Investigate how all jobs fit into the organisation: How do all the jobs combine to form the organisation s structure. Step 3: Determine the reason for conducting job analysis: Job analysis should only be conducted for a specific reason like restructuring or training and development.

3 Page 3 of 5 Step 4: Select the job to be analysed: A representative sample of jobs is chosen since not every job can be analysed. Step 5: Determine the method(s) of data collection: This will depend on whether a job-orientated, work-orientated, or combination approach to job analysis is chosen. Step 6: Collect job information: Job data is obtained through the chosen collection method. Step 7: Process job information into job description and job specification. Step 8: Design or redesign jobs: Existing job descriptions and job specifications are compared to the revised documents. If there are extreme differences, the new documents are used to design a totally new job. Step 9: Review and update the process: The value of the exercise must be assessed. Additional marks (2 maximum) to be given for the brief discussion of strategic job analysis: In order not to undertake job analysis too frequently on one specific job, strategic job analysis is needed. Make sure to know that strategic job analysis is the specification of tasks to be performed and the knowledge, skills and abilities required for effective performance in a job as it is predicted to exist in the future. Business requirements should be the key driver when a job analysis is used strategically. The final four (4) marks need to be allocated to the application of the above process to the context of the case study. This needs to demonstrate a critical, evaluative understanding of the key elements. Students need to be credited for their ability to anticipate challenges to the implementation of the above nine steps; this is especially important in the context of the strike action by medical doctors. QUESTION 3 [35] Mentioning of the South African constitution (1) as the overriding form of national legislation, i.e. rulings based on the SA constitution will always overrule other forms of legislation (1) Various forms of legislation governing the relationship between government, employees, and employers (1) Labour Relations Act (LRA) is second most important piece of legislation (1) Discussion of the following major SA acts, which impact on the abovementioned relationship: o Employment Equity Act (1):

4 Page 4 of 5 Major reason for this law was to correct past imbalances (1) Promotion of equal opportunity and fair treatment (1) Implementation of affirmative action (1) Discussion of this Act in terms of the following HRM-related areas: recruitment (1) and selection (1); job classification and grading (1); remuneration (1). Award a mark for some kind of logical application of the above to an organisational context. o Basic Conditions of Employment Act (1) Major purpose is to advance economic development and social justice (1) All citizens covered by this Act (1), except Defence Force, National Intelligence, the Secret Service, as well as certain unpaid charity workers (1/2 mark each; maximum of 2 marks) Minimum standards or conditions under which employees could be expected to work (1) Also includes health and safety issues (1) Brief discussion of the major areas affected by this act: Work time and rules, which spell out what hours workers will ordinarily need to work, overtime, extended ordinary daily hours of work, meal intervals, daily and weekly rest periods, night work, Sunday work and public holidays, emergency work, annual leave, sick leave, maternity leave, and finally, family responsibility leave. (2 marks maximum) Payment of remuneration and deductions (1) Termination of employment (1) Administrative obligations (1) Prohibition of employment of children and forced labour (1) Variation of basic conditions of employment (1) Monitoring, enforcement and legal proceedings (1). o Labour Relations Act (1): Aims to advance economic advancement, social justice, labour peace, and a democratisation of the workplace (2). Freedom of association and general protections: be sure to read about the rights of both employees and employers in this section (1). Collective bargaining: this is an important aspect of the LRA and addresses the right of workers to belong to bargaining councils in order to settle wages and conditions of employment (1). Strikes and lockouts: be sure to note the limitations of this section of the LRA, and keep in mind that you will need to be able to define the concepts, identify illegal strikes and lockouts, the procedures which need to be followed in the event of strike action, as well as what is said about secondary strikes, picketing, and protest action (2). Workplace forums: this is an important aspect of the LRA and it needs to be known what its functions are (1). Trade unions and employers organisations: in the volatile employment market we are currently operating within, it is essential that everyone in HRM be versed in this aspect of the LRA (1).

5 Page 5 of 5 Dispute resolution: this is an issue of major importance and it is essential that all students should be able to write coherently about the role and function of the CCMA, as well as the Labour court. It is also important to know where the Labour Appeal Court fits into the bigger picture (1). Unfair dismissals and unfair labour practice: this is an area of great concern to anyone working in HRM and could land organisations in front of a CCMA commissioner or even the Labour Court if not taken seriously. When reading on this section, be sure to know about what an unfair dismissal is, how dismissals based on operational requirements need to be handled, as well as what the limitations on compensation for dismissal are (2). PRESENTATION [10]

A Practical Guide to Labour Law

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