Human Resources
Assignment Code: Assignment 1 (BBAHR101/05/13)
Assignment Due Date: 27 03 2013
Exam Date: 03 06 2013
Please note that this Assignment 1 (27 03 2013) is directly linked to the exam being written on 03 06 2013 and should only be completed and submitted if you are writing your exam on this date.
Total: 100 marks
SECTION A (50 MARKS)
Question 1 (10 marks)
Define the traditional roles that Human Resource Management plays in an organisation and describe how changes in global economies have added new responsibilities. Discuss these in the context of the South African working environment.
1.1 - Traditional Roles that an HRM plays in an organisation
Introduction:
The job of HR, as is the job of all such departments, is to ensure that the business gets the most out of its employees. Another way to put this is that the human resource management needs to provide a high return on the business 's investment in its people. This makes it a highly complex function - because it deals with not just management issues but human ones as well.
Handle compensation and rewards
Human resources are responsible for tying incentives and rewards to certain positions and roles in order to maximize performance levels. This is a strategic thinking task because it affects every single person in the organisation and has to be planned separately for each position, depending on level, department and goals. Some jobs need to be more goals driven, such as sales so salary can be basic but commission can form the bulk of the remuneration, leading to more incentive to work effectively and close sales. Some firms tie top management 's salary to stock price but this can be risky. It is up to human resources to structure this important aspect to everyone 's satisfaction.
HR Planning, Recruitment, selection & placement, induction & career management
Another important task handled by the human resource function is the selection, retention & placement
Assignment Due Date: 27 03 2013
Exam Date: 03 06 2013
Please note that this Assignment 1 (27 03 2013) is directly linked to the exam being written on 03 06 2013 and should only be completed and submitted if you are writing your exam on this date.
Total: 100 marks
SECTION A (50 MARKS)
Question 1 (10 marks)
Define the traditional roles that Human Resource Management plays in an organisation and describe how changes in global economies have added new responsibilities. Discuss these in the context of the South African working environment.
1.1 - Traditional Roles that an HRM plays in an organisation
Introduction:
The job of HR, as is the job of all such departments, is to ensure that the business gets the most out of its employees. Another way to put this is that the human resource management needs to provide a high return on the business 's investment in its people. This makes it a highly complex function - because it deals with not just management issues but human ones as well.
Handle compensation and rewards
Human resources are responsible for tying incentives and rewards to certain positions and roles in order to maximize performance levels. This is a strategic thinking task because it affects every single person in the organisation and has to be planned separately for each position, depending on level, department and goals. Some jobs need to be more goals driven, such as sales so salary can be basic but commission can form the bulk of the remuneration, leading to more incentive to work effectively and close sales. Some firms tie top management 's salary to stock price but this can be risky. It is up to human resources to structure this important aspect to everyone 's satisfaction.
HR Planning, Recruitment, selection & placement, induction & career management
Another important task handled by the human resource function is the selection, retention & placement
References: Dow Chemical who reduced average spending of $95 per learner / per course on classroom training, to only $11 per learner / per course with electronic delivery, giving rise to an annual saving of $34 million (Shepherd, 2002). Rosenberg (2001), argues e-learning ‘can take anywhere from 25 to 60 percent less time to convey the same amount of instruction or information as in a classroom.’ Is e-learning faster? British Telecom delivered e-business training to 23,000 employees in three months, at a cost of £5.9m, compared to £17.8 million and a five-year time span for classroom training (Taylor, 2002).