Bachelor of Commerce Honours – Human Resource Management - Human Resource Development Study Guide

BACHELOR OF COMMERCE HONOURS – HUMAN RESOURCE MANAGEMENT - HUMAN RESOURCE DEVELOPMENT STUDY GUIDE

Copyright Information

  • Copyright © 2019 REGENT Business School
  • All rights reserved; no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher.

Table of Contents

  • Introduction to Human Resource Development - Page 3
  • Chapter 1: Training and Development - Page 5
  • Chapter 2: The Future of Training and Development - Page 49
  • Chapter 3: Career Management - Page 65
  • Chapter 4: The Learning Organisation - Page 78
  • Chapter 5: Performance Management - Page 100
  • Chapter 6: Compensation Management - Page 140
  • Bibliography - Page 176

Introduction to Human Resource Development

Welcome
  • Welcome to the Bachelor of Commerce Honours – HRM programme and the Human Resource Development module.
  • The study guide is structured in alignment with the syllabus and reflects the latest developments in Human Resource Development.
How to Use the Study Guide
  • Set aside regular study time to engage comprehensively with the content.
  • It's essential to study this guide alongside prescribed and recommended textbooks.
  • Note-taking is encouraged throughout.
  • Outcomes are provided at the beginning of each section, outlining the main points to understand upon completion.
  • Self-assessment activities are integrated to test knowledge and application.
Recommended Texts
  • Prescribed Reading:
    • Nel, P. and Werner, A. (2017). Human Resource Management. 10th ed. South Africa: Oxford University Press.
  • Recommended Reading:
    • Dessler, G. (2003). Human Resource Management (9th Ed.). Prentice-Hall: New Delhi.
    • Dessler, G., Barkhuizen, N., Bezuidenhout, A., De Braine, R., Du Plessis, Y., Nel, P., Schultz, C., Stanz, K., & Van Der Walt, H. (2011). Human Resource Management: Global and Southern African Perspectives. Cape Town: Pearson Education.

Chapter 1: Training and Development

Chapter Outcomes
  • Compare and contrast education, training, and development.
  • Describe the purposes of training and development.
  • Elaborate on various training methods and evaluate their effectiveness.
  • Discuss contemporary training methods relative to traditional ones.
  • Explain the phases in the training process.
  • Evaluate training programme effectiveness.
1.1 Introduction
  • Employee growth and development are crucial for organizational success.
  • Strong employee development programmes correlate with successful organizations.
  • Training comprises both on-the-job and off-the-job activities aimed at new skills acquisition.
  • Increasing demand for training programmes is countered by a skills shortage in the labor market.
  • Organizations must balance broad skill education with job-specific training.
1.2 Definitions and Basic Concepts
Education
  • Education gives foundational knowledge and moral values for life, emphasizing broad knowledge without job skill specificity. Examples include university degrees and school qualifications.
Training
  • The organized process where individuals acquire specific job-related skills and knowledge aimed at current job improvement or new job capabilities. Examples include vocational training and skill workshops.
Development
  • Systematic efforts to enhance individuals' knowledge or skills for personal or job-related growth, integral to career progression. It involves ongoing training as part of professional roles.
1.3 Purposes of Training and Development
  • Performance Improvement: Address underperformance by enhancing skills.
  • Skill Updates: Upskill workers for emerging technology needs.
  • Managerial Obsolescence Prevention: Encourage managers to continuously learn and adapt.
  • Organizational Problem-Solving: Equip employees with necessary skills to navigate challenges.
  • New Employee Orientation: Many organizations implement orientation programmes for socializing new hires.
  • Promotion and Succession Preparation: Training aids in succession planning.
  • Personal Growth Needs Satisfaction: Engaging training keeps valuable employees motivated.
1.4 Training Methods
1.4.1 Job Rotation
  • Quick employee skill development through departmental rotation exposes them to diverse skills and fresh perspectives, needing proper guidance to succeed.
1.4.2 Internships
  • Structured workplace exposure for students enhancing practical skills and workplace understanding.
1.4.3 Apprenticeships/Learnerships
  • Combined on-the-job and classroom training, particularly for technical trades or professional careers, allowing skill acquisition in various jobs under defined competencies.
1.4.4 Understudies
  • Trainees observe and learn from experienced employees, gaining job-specific skills.
1.4.5 Job Enlargement and Enrichment
  • Increased job responsibilities offer learning while enhancing motivation and job satisfaction.
1.4.6 Lecture
  • One-sided training method best used for large audiences but lacks interactivity, requiring a discussion or seminar as a complement.
1.4.7 Conference
  • Structured discussions fostering active participation and solution-oriented engagements among small groups.
1.4.8 Simulation
  • Training through simulated real-life scenarios, beneficial in industries requiring safety and focus on real situations.
1.4.9 Case Study
  • Analyzing hypothetical business problems to cultivate decision-making and analytical skills.
1.4.10 Role-Play
  • Engaging trainees in situational enactments to enhance interpersonal skills, useful in management training.
1.4.11 Programmed Learning
  • Self-paced learning through manuals where tests assess progress.
1.4.12 Management Games
  • Interactive activities developing decision-making and collaboration skills within teams.
1.5 Conclusion
  • Training and development must be continuous and tailored to individual and organizational needs to ensure alignment with business objectives.

Chapter 2: The Future of Training and Development

Chapter Outcomes
  • Examine challenges in training and development.
  • Discuss future trends in training and development.
  • Evaluate the focus on upskilling and reskilling.
  • Explain the concept of talent management and its models.
2.1 Introduction
  • 2019 Deloitte Report: Learning is a top-rated concern; employees prioritize learning opportunities.
  • Continuous lifelong development is essential due to rapid changes.
2.2 Talent Management
  • Talent management aims to attract and develop talent through processes influenced by ongoing changes in the organizational landscape.

Chapter 3: Career Management

Chapter Outcomes
  • Explain concepts of careers and their management.
  • Discuss the importance to individuals and organizations.
3.1 Introduction
  • Career planning enables individuals to set goals aligning with the organization's objectives for mutual success.
3.2 Career Stages
  • Stages of a career include Establishment (21-26), Advancement (26-40), Maintenance (40-60), and Withdrawal (60+).

Chapter 4: The Learning Organisation

Chapter Outcomes
  • Define learning organisations and their principles.
  • Outline activities contributing to a learning organization and the disciplines involved.
4.1 Definitions
  • A learning organization continually enhances collective capacity, fostering a conducive culture for learning.
4.2 Building a Learning Organisation
  • Activities defined by Garvin involve problem-solving, experimentation, learning from experience, learning from others, and transferring knowledge.

Chapter 5: Performance Management

Chapter Outcomes
  • Distinguish between performance management and performance appraisal.
  • Evaluate the effectiveness and methodologies.
5.1 Importance
  • Performance management aligns with organizational strategy and is essential for sustaining success.
5.2 Differences
  • Performance management is a holistic ongoing process, while performance appraisal is a component of this broader context.

Chapter 6: Compensation Management

Objectives
  • Attract, motivate, retain employees while complying with regulations and maintaining fairness in the compensation system.
Employee Benefits
  • Defined as components that enhance the wellbeing of employees beyond salary, including mandatory benefits, retirement plans, leave, insurance, and personal services.
Conclusion
  • Compensation strategies should align with organizational goals, engaging employees through effective reward systems and facilitating career growth.

Bibliography

Amos, T., Ristow, A. & Ristow, L. (2004). Human Resource Management (2nd Ed.). Juta: Cape Town.
Berkshire, M., & Milestone, T. (2017). Understanding Performance Management. Oxford University Press.
Dessler, G. (2003). Human Resource Management (9th Ed.). Prentice-Hall: New Delhi.
Grobler, P. et al. (2011). Human Resource Management in South Africa. Fourth Edition. Cengage Learning.
Robbins, S.P., & Judge, T.A. (2014). Organizational Behavior. Pearson.
Snell, S., & Bohlander, G. (2007). Human Resource Management. Cengage Learning.