Learning Unit 3: Human Resource

Development (Chapters 7,15 and 17)

Learning Outcomes:
• LO1: Differentiate between training and
development.
• LO2: Discuss the systematic training process.
LO3: Explain the legislation governing training
and development in South Africa.

THEM 1
 HUMAN RESOURCE DEVELOMENT: THEME 1

• Education: Is defined as any activity that is

directed at providing knowledge, skills, moral
values and understanding that is required
during the normal course of life (Warnich etal
2015).
• Training: Is a planned short term change effort
aimed at modifying attitudes and beliefs etc.
through learning experiences.
 Development
• Is a process of assimilating knowledge and
skills to grow/develop the already existing
skills in a person.
• For example, a teacher attending a teacher
training workshop is a perfect example of
development.
 Learning
• Learning refers to a relatively permanent
change in cognition that results from
experiences and that directly influences
behaviour(Blanchard and Thacker,2013).
 General purposes of training and
Development
• To increase the performance level of an
employee.
• To develop employees.
• To ensure the effective utilization of human
resources.
• To help employees to identify with the
organisation.
 Other specific purposes of training and
development
• Updating knowledge and skills
• Avoiding obsolescence
• Improving performance
• Orientating new employees
• Preparing for promotion and managerial
succession
• Solving organisational problems.
 Training as an open system
• Components/elements of a system are:
1. Input:
- Organisational needs
- Employee needs
- Budget
- Equipment an Staff
2. Process:
-Needs analysis, Design and development implementation.
3. Output: Knowledge, skills, attitudes, motivation and job
performance.
 Training cycle/process
• Needs analysis
• Design and development
• Implementation/delivery
• Assessment and evaluation
 Brief notes on Needs analysis phase.
• Training needs analysis can be divided into
four distinct but interrelated stges:
- National and sectoral analysis
- Organisational analysis
- Task analysis
- Person analysis
 Data collection methods/techniques
• Performance appraisals
• Performance data such as absenteeism,
accidents, grievances etc.
• Observation
• Interviewing/questionaires
• Job knowledge tests
• Assessment centres.
 Sources of data used to conduct needs
analysis in relation to tasks.
• Job descriptions
• Job specifications
• Performance standards
• Asking questions about the job.
 Sources of data to investigate gaps in
organisational performance.
• Organisational goals
• Workplace skills plan
• Organisational climate indicators eg labour
management data, strikes and lockouts,
grievances etc.
• Analysis of efficiency indexes eg cost of labour,
quality of products and waste.
• Changes in systems and management requests.
 Training design and development(Brief
notes)
• Steps of the design and development process:
1. Formulate training and development
objectives
2. Acquire or develop the training programme
3. Develop a training and development plan
4. Decide on instructional material and
equipment.
5. Learner and trainer manuals. 6. Decide on the
training facilities and the trainer
Training assessment and evaluation
• The purpose of assessment is to measure
learning outcomes. Four main types of
assessments are:
1. Diagnostic assessment (pre-testing)
2. Formative assessment
3. Summative assessment
4. Evaluative assessment
 Four levels of evaluation are:
• Reaction evaluation
• Learning evaluation
• Behaviour evaluation
• Results evaluation
 Legislation governing training and
development in SA.
• National Qualifications Framework Act 67 of
2008.
• Skills Development Act 97 of 1998
• Skills Development Levies Act 9 OF 1999

Sorce: Introduction to human resource

management, Maruis Meyer, Erna Kruger –
Pretoruis.
 Theme 2 : Human Resource Information
Systems (Chapter 15)
The impact of technology on the HR function:
- Training and development using learning
management systems (LMSs)
- Employee engagement using social media
tools and internal web portals
- Recruitment using social media tools such as
LinkedIn.
- Social learning using blogs
 Changes in HR information.
1. New business expectations eg innovation,
adaptation to change etc.
2. New work environment eg contractors, part
time workers, flat organisational structure etc.
3. New workforce: Demand for flexibility,
diversity, ageing workforce etc.
4. New work relationships: Project based, self
managed and virtual teams
 The need for HR Information Systems
• Three reasons for the installation of HRIS are:
- Increased competitiveness
- Improved reporting
- Changes in the role of the HR Management
function
Page 327 of the prescribed textbook.
 Advantages of having an HRIS
• Advantages are viewed with respect to the
employer, HR Management function and an
employee:
1. Employer:
- Organisational effectiveness can be analysed
- Quick access to organisational, functional and
employee data.
– It is highly effective in the long run.
 2. HR Management function:
- It reduces paperwork for HR administrators.
- Various Modules or components can be added
to improve productivity and compliance.
- Processing of HR requests is faster and more
efficient.
 3. Employee:
- Many non- strategic everyday tasks can be
automated.
- Routine activities such as the application for
leave and pay slips can be can be admnistered
electronically.
- Approvals can be done quicker and from
anywhere.
 Components of an HRIS
• Hardware
• Software
• Users
• Database
Page 328 of the prescribed textbook.
The role of HR professionals in the use of HR
Technology (pp.341 – 342)
HR professionals should excel in the following areas:
- Using data analysis to identify and report patterns on
HR decisions
- Using e- HR for delivery of HR services
- Facilitating the use of e-HR systems by managers and
employees.
- Analysing HR data periodically for early identification
of potential risks.
Read more on pp.341 – 342 of the prescribed textbook.
 HRIS
• An organisation may choose to install high
priority modules in its HRIS or do a full
installation. Examples of these modules are:
- Recruitment
- Orientation
- Time and attendance
- Performance management, compensation and
benefits, training and development, Hr planning
and forecasting etc.
 HR metrics(Helps to track activities in the
HR value chain)
1. Absenteeism:
sick absence
authorised absence
unexused absence
2. Labour turnover
3. Return on investment
4. Time to hire
5. Revenue per employee
6. Cost of HR per employee
 Theme 3: International Human Resource
Management (Chapter 16)
International Human Resource Management
(IHRM) is defined as attraction, procurement
and effective utilisation of human resources in
multi national corporations in order to attain
both local and global competitive advantage in
countries penetrated. (Page 348 of the
prescribed textbook)
 Importance of IHRM
• It plays a vital role in the business networks,
especially when it comes to horizontal
communication.
• Helps to improve the performance of
expatriates and repatriates
• It helps to create awareness on the growing
importance of expatriates and their families
• It focuses on multinational issues
Skills and knowledge reqiured for IHRM to be
successfully implemented.
- Good interpersonal skills
- Influencing skills
- Analytical and conceptual skills
- International business knowledge
- Knowledge on international finance
- Knowledge of international labour legislation
- Knowledge of cultural differences
 The main functions of IHRM are:
• Staffing
• Training and Development
• Remuneration
• Legal compliance
Issues, trends and challenges in IHRM are:

• Conflicting approaches to staffing

• Talent identification
• Skills shortages
• Contradictory remuneration systems across the globe
• Misintepretation of the subtleties of workers
qualifications
• The global health challenge.
• Cultural diversity (Page 355 to 359 of the prescribed
textbook)
 Distinguishing Characteristics of IHRM
• IHRM differs from Local HR Management
based on three dimensions:
- Broad HR activities
- Country categories (HCN,PCN and the TCN)
- Type of employees = Various categories of
employees will be needed for the MNC to
reach itsgoals eg PCNs,HCNs and TCNs.
 IHRM extends orientation and onboarding
to cover the following:
• Self –orientation
• Others orientation
• Perceptual ability
• Cultural toughness
• Language training
• Practical training
The selection process for employees needed
on an international assignment.
• Three types of staffing approaches that the MNCs
may opt to follow are:
- Ethnocentric approach: This means that all key
management positions are to be ocuppied by PCNs.
- Polycentric approach: This guarantees that HCNs
will be recruited to manage subsediaries.
- Geocentric approach: This seeks the best people for
the key jobs throughout the company regardless of
nationality. (Refer to p.352 of the prescribed
textbook)
 Source:
1. Meyer,M.and Kruger-Pretorius.E.ed.,2018.
Introduction to Human Resource Management.
1st ed. Hatfield, Pretoria: Van Schalk Publishers.