Human resource management as practiced today within organisations carries a century of history. Focus has shifted from its simple origins as a welfare concern for the lot of workers by certain enlightened employers in Great Britain to the current human resource management which is an integral part of the management of an organisation. It has moved from being a peripheral to an essential service. This shift has been accompanied by an ongoing attempt to achieve professional recognition for human resource practitioners whose occupation it is to implement the principles and practices of human resource management. The study endeavours to present and analyse the history of the professionalisation of human resource management in South Africa. It is a story which has not been previously researched, other than in a passing manner by a few authors in South Africa in text books on the theories and practices of human resource management. This study is therefore a first detailed investigation into the subject of the professionalisation of human resource management in this country. The study focuses on a period from 1945 to 1995 which represents the most formative years of professionalisation in South Africa. Appropriate background contextual material is included to enable an informed assessment to be made ofthe South African experience, which covers the concept of professionalisation, experience in Great Britain and the United States of America together with relevant references to South African history. Human resource management is not practiced in isolation and the historical process of professionalisation needs to be assessed both contextually and conceptually. The fifty year period of the study allows for an understanding of the nature of human resource management to emerge and to assess whether professional status has been achieved. The research period commences with the establishment of the Institute of Personnel Management in 1945 and traces developments from then up to a unique Institute convention in 1995 where a symbolic reconciliation takes place between black and white practitioners. South African racial history had an effect on the process of professionalisation and the study reveals th.e implications. The process of professionalisation is observed to be ongoing and continued attempts at achieving statutory recognition for the profession are noted in the study and assessed. / Thesis (M.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2004.

M.Ed. / Please refer to full text to view abstract

Thesis (MA) -- University of Stellenbosch, 2004. / ENGLISH ABSTRACT: South African organisations, just as in other countries, are fighting to gain a competitive advantage over their competitors. In this struggle, human resources have become the focus point of debate and intervention in organisations. The task-related competencies of employees have suddenly become central with regard to the performance of organisations. This new-found importance with which human resources have been labeled, also has a spill-over effect on the importance of the human resources function in organisations, especially the manager and leader thereof. The aim of this study is to shed light on the strategic partnership role that senior human resource managers currently play in South African organisations. Furthermore, a theoretical framework through which the concept of strategic partnership can be understood and explored, is introduced. The data was collected by utilising a survey and consisted of adapted versions of the Human Resources Role-assessment Survey (strategic partner), the Human Resources Competencies Scale as well as scales that measured the dimensions of strategic role motivation and strategic role opportunity. The results of this study showed that on average, the senior human resource (HR) managers in South Africa rated themselves significantly higher on the strategic partnership dimension than senior line managers rated them. Additionally, it seems that senior HR managers reported higher levels of professional competencies than of business-related competencies. A significant positive relationship exists between professional competencies and business-related competencies. There seems to be a significant positive relationship between strategic partnership and strategic role motivation as well as strategic partnership and strategic role opportunities within South African organisations. Conclusions are drawn from the results and recommendations are made for future research. / AFRIKAANSE OPSOMMING: DIE ONTLUIKENDE ROL VAN DIE MENSLIKE HULPBRONBESTUURDER AS IN STRATEGIESE VENNOOT IN SUID-AFRIKAANSE ORGANISASIES Net soos in ander lande, veg Suid-Afrikaanse organisasies vir die verkryging van 'n kompeterende voordeeloor hul mededingers. In hierdie stryd het die menslike hulpbron die fokuspunt van debat en intervensies in organisasies geword. Die taak-verwante bevoegdhede van werknemers het skielik sentraal geword in die ontleding van die prestasie van organisasies. Hierdie nuutgevonde belangrikheid waarmee die menslike hulpbron geëtiketteer word, het gelei tot die toenemende belangrikheid van die menslike hulpbronfunksie in organisasies, en spesifiek die bestuurder en leier van hierdie funksie (menslike hulpbronbestuurder). Die doel met hierdie studie is om die strategiese vennootskapsrol van menslike hulpbronbestuurders in Suid-Afrikaanse organisasies op te klaar. Verder word 'n teoretiese modelook ontwikkel waarmee die konsep van strategiese vennootskap beter verstaan en verder verken kan word. Die data is ingesamel deur gebruik te maak van 'n opname wat die vorm van 'n vraelys aangeneem het. Hierdie vraelys het bestaan uit aangepaste weergawes van die Menslike Hulpbron Rol-assesseringsopname (strategiese vennootskap), die Menslike Hulpbron Bevoegdheidskaal, sowel as vrae oor die dimensies van strategiese rolmotivering en strategiese rolgeleenthede. Die resultate van hierdie studie toon dat senior menslike hulpbronbestuurders in Suid-Afrikaanse organisasies hulself gemiddeld beduidend hoër tellings toeken op die dimensie van strategiese vennootskap as senior lynbestuurders. Dit blyk dat senior menslike hulpbronbestuurders ook oor hoër vlakke van professionele bevoegdhede as besigheidsverwante bevoegdhede beskik. Daar bestaan In beduidende positiewe verband tussen professionele bevoegdhede en besigheidsverwante bevoegdhede. Daar blyk ook In beduidend positiewe verband tussen strategiese vennootskap en strategiese rolmotivering, sowel as strategiese vennootskap en strategiese rolgeleenthede in organisasies te wees. Op grond van hierdie resultate is daar bepaalde gevolgtrekkings gemaak asook aanbevelings vir verdere navorsing.

A report on a study project presented to the Department of Social Work School of Human and Community Development, Faculty of Humanities University of the Witwatersrand in partial fulfillment of the requirements for the degree Masters in Occupational Social Work, March 2017 / Managing absenteeism is one of the most challenging issues that managers have to deal with because it is an issue that affects all businesses regardless of sector, size or age. The aim of the study was to gain an insight and explore the experiences of line managers when it comes to managing absenteeism within the Gauteng Department of Agriculture and Rural Development (GDARD) focusing on the gaps, challenges, what they encounter or undergo and the dynamics involved when managing and addressing absenteeism within the department. A qualitative research approach using a case study research design will be used to understand the challenges associated with managing absenteeism. The population of the study comprised of managers. Eleven managers from the GDARD were purposively sampled for the study. Data was collected using in-depth; semi-structured interviews to allow the researcher a platform to ask open response questions, when exploring the managers experiences and perceptions about the management of absenteeism. Data was analyzed using thematic analysis by carefully identifying significant themes that emerged from the informants’ experiences and perceptions about management of absenteeism. The findings revealed that managers have negative perceptions and experinces when it comes to the challenges that they have encountered. The study derived recommendations on how to enhance the management of absenteeism within the department. / XL2018

Thesis (DTech( Human Resource Management))--Cape Technikon, Cape Town, 2001 / Through this research it is shown that the involvement of human resource management in the transforming local government, which currently functions at a low level in the local authority sector, will become an ever increasing necessity in South Africa. Local authorities could either accept circumstances as they are, or accept the responsibility to change them. In this research the researcher accepted the responsibility to make a contribution towards a possible change by focusing on the contribution that the human resource manager, in more specifically local authorities in South Africa could make in this regard. The change that is envisaged and is being brought about in the South African local government sector with specific reference to the service delivery of the provision, management and control of local government, has led to the establishment of: • human resource management and comprehensive management functions; • participative involvement; • a requirement of new, additional techniques of human resource management for local authorities; and • an essential requirement for increasing employee, councillor and public involvement within local government. The outcome of the abovementioned is an incisive need of improving human resource management and sound labour relations. In order to obtain the aforementioned objectives, qualitative research was used. 5 With this study the research has endeavoured to determine: • why the involvement of human resource management in the transforming local authority sector is important; • what the nature of human resource involvement within local authorities is; • what the role, functions, involvement and methods of human resource managers in the transforming local government entails; and • how the human resource involvement within local authorities can be arranged and what the characteristics of the human resource manager should be.

M.Ed. (Education Management) / A notable feature of the school principal as managerial leader's task is its comprehensive and complex nature. Behavior modification is a managerial skill, that should make the principal more effective in interpersonal relations and communication in the school as organisation. In this short dissertation the focus is on behavior modification as managerial task of the principal. Behavior modification has as its goals the explanation, prediction and control of. behavior. Behavior modification as described in this short dissertation relies extensively on the psychology of learning, including classical conditioning, operant conditioning and modelling. On managerial level classical conditioning has little or no application, consequently it will not receive much attention in this study. The use of operant conditioning is, however, discussed in detail emphasising the use of the positive aspects of operant conditioning. The principles of operant conditioning describe the relationship between behavior, and various environmental events (antecedents and consequences) that influence behavior. Although both antecedents and consequences can alter behavior, most applications of operant conditioning principles emphasize the consequences that follow behavior. In this short dissertation operant conditioning is divided into two sets of techniques to be used on managerial level: Techniques to alter unacceptable behavior and techniques or procedures for teaching acceptable behavior. Techniques to alter unacceptable behavior - punishment, extinction, saturation and counter conditioning - can all be used by the principal as managerial leader.

M.Com. (Business Management) / Today's organizations are operating in a continually changing business environment. To be a growing and profitable business, it is important that management have a vision of where and how they want to direct the company to the desired future business outcome. Management must be in touch with both the internal and external factors that may influence the outcome of the changing environment. To be a profitable and growing company, it is important that the internal resources be utilized optimally, of which the human resources are the most valuable resource. Communication is seen as the instrument in the hands of management with which it can achieve these desired results.

Body-In-White business forms part of the automotive industry. The industry is highly specialized and usually operates under tremendous pressure due to the competition within the industry as a result of an oligopolistic market, limited resources, short lead times and the contractual nature of the industry. The selected business has grown steadily over the last five years in terms of the number of employees that have been employed. It is said that employees are a business’s most important asset. How effectively a business is managed during growth and the relationship management has with the employees during that period are critical to a business in maintaining a competitive advantage. Effective management and sound employee relations could ensure the longterm profitability and sustainability of the business. This paper is intended to analyse the selected business to determine how effectively the business is managed and the state of employee relations within the business. Various aspects to effective management and employee relations are presented through a literature study in order to identify the means required to manage effectively and to promote and maintain sound employee relations. A two-pronged approach was undertaken in the applied research. Firstly, a survey with the aid of a structured questionnaire was undertaken among the management of the selected business to gather information. A second survey also with the aid of a structured questionnaire was undertaken among all the employees. The purpose of the two different questionnaires was to make an analysis of the business and to determine whether management and the employees held the same views, or differed on related topics. Mostly management indicated that managerial effectiveness is critical to remaining competitive. Employees indicated that management does not plan and organise an orderly workflow and that employees rely on their overtime remuneration. There was a general agreement by management and employees that more than one person attends to human resource related issues. Effective human resource planning is not enforced to maintain a motivated workforce, as human resource policies and procedures do not pay special attention to employee relations. Among the main findings, the study revealed that while there are some aspects of effective management lacking in the business, the business is mostly managed effectively. However, not enough attention is paid to effective human resource management, as training and development programs for management and employees are lacking and certain human resource issues need to be addressed.

M.Com. (Business Management) / Companies in the Republic of South Africa are under increasing pressure to improve productivity, due to increased world market competition and change in market situations. For a country to grow economically, to create job opportunities and to restrict inflation and increases in labour costs, productivity improvement is essential. If the real output per worker increases the real income will increase, and will lead to an increased living standard. Productivity improvement within a business enterprise organisation cannot be applied to one aspect only. There is a relation between factors that influence productivity. Productivity improvement can only improve successfully within a business enterprise if management, workers and work groups strive together to solve productivity problems. Group based incentive schemes have always been used, especially at top management level. It has only recently drawn attention as a total organisation incentive scheme. Management started believing that all workers can play a role and make a contribution to productivity improvement. Group productivity incentive schemes encourage management, workers and work groups to work together to solve productivity problems. Management and workers can benefit by a properly designed productivity incentive scheme. Workers earn a higher income, as well as improving their standard of living, enabling them to gain better job security. The company can increase its level of productivity to become more competitive and to improve profitability. This study determines: All the important aspects which must be considered for the successful use of group incentive schemes to increase the productivity of direct labour in the manufacturing

D.Phil. / In spite of developments in the field of Human Resource Development (HRD field) with regard to the development of human resources, the HRD field has no universally accepted evaluation paradigm that could be utilised for evaluating the impact of HRD interventions. This unsatisfactory state of evaluation was brought about, firstly, by the prevailing dominance of the Kirkpatrick approach (1994) towards evaluation and, secondly, by the absence of empirically-tested evaluation models. Although the Kirkpatrick approach to evaluation establishes a logical frame of reference for evaluation, this approach could be considered controversial and restrictive. Furthermore, the taxonomic nature of the Kirkpatrick approach provides limited prospects for explaining the contribution and impact HRD interventions could have on enhanced organisational effectiveness. Consequently, a need exists for an innovative HRD evaluation paradigm that offers satisfactory exposition possibilities with regard to the effectiveness of interventions. Furthermore, the Human Resource Development field is characterised by a lack of terminological congruence particularly with regard to such concepts as evaluation, Human Resource Development and organisational effectiveness. In order to overcome the problem, concepts that are applicable to the study in question, were defined and a few objectives that could be achieved by means of evaluation were explained/highlighted. From further analysis of a variety of evaluation approaches propounded in literature it appears that the conceptualisation of evaluation areas such as reaction, learning and performance could be considered problematic. Furthermore, these evaluation approaches focus mainly on evaluating the impact of a few interventions without determining the contribution of most interventions for enhanced organisational effectiveness. Bearing relation to the aforementioned, important variables that occur on individual, group and organisational levels, and that influence the effectiveness of an intervention, are not considered. The aforementioned, therefore, does not indicate that the evaluation approaches followed could be considered as faulty, but instead that these approaches could be regarded as incomplete. Against the above background, an Evaluation Model has been formulated that could overcome evaluation problems. The model includes five major factors, namely individual, group and organisational factors, the learning environment and the components of the training cycle. It has been hypothesised that these factors mutually interact with each other and transform HRD inputs into specific outputs. These elements also serve as outputs of the HRD function and it has been argued that the factors could be considered as indicative of effective HRD iniatives. The elements of the transformational process serve as one of three key evaluation areas, of which the other two evaluation areas are organisational effectiveness and external factors. The proposed evaluation approach thus pays attention to the impact and interaction between the different elements, the point of departure being that effective transformation (that is, processing HRD inputs to outputs) would only be possible if full functional discharge occurs in all the elements.