Human Resources (HR) is always toted as being an important element in any
organisation, yet this contribution is frequently taken for granted. The HR
Executive and Division are expected to react to the instructions of senior
management, regarding plans for the organisation, by providing the human
resources to achieve these strategies. History and literature are proving that this
type of relationship is not conducive to the attainment of goals and objectives. HR
input must form a part of the strategic planning process and HR Management
must be seen as strategic partner rather than its current supportive subservient role. In SANRAL much emphasis is placed on its human resources and how it intends
achieving its goals through these resources. This study aimed to test whether
these goals are achievable through the systems and processes in place. HR
Management is responsible ultimately for these systems and processes. The
relationship that exists between HR management and the organisation's strategic
management team will determine whether these objectives are attainable or not.
The role that HR Management plays in the organisation was reviewed. Literature
consulted proposed that when HR management took on a strategic role at the
formulation stage of strategies, then these organisations were far successful at
achieving their goals than organisations that didn't. This only happened when
HR management was at a fully integrated level with the strategic management process. The SANRAL organisation was evaluated next, using questionnaires, interviews
and a case study approach to collect the data to build a refectory of information.
This was done to identify and to determine the role that HR Management played in this organisation. The third step involved analysing this data collected and considering it against
the literature reviewed to determine the type of relationship that existed. Evidence
pointed to a one-way level relationship between the HR Management and
strategic management. The conclusion reached indicated that the role of HR and
the processes in place currently was not conducive to successful execution of the
organisation's strategies. As a result the organisation's ability to achieve its goals
successfully will be affected negatively.
Finally, key areas within the organisation were identified that hampered the
progress of SANRAL's HR Management to a strategic role, and recommendations were made to address these areas. This would ensure that the organisation would be much more successful in achieving its objectives had it not adopted this role . / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2004.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:ukzn/oai:http://researchspace.ukzn.ac.za:10413/1475 |
| Date | January 2004 |
| Contributors | Coldwell, David A. L. |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
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