SA Human Resources Management 7E Chosen rt.

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SOUTH AFRICAN
Human Resource
Seventh
Management
Edition Theory and Practice

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Copyright 2022. Juta and Company [Pty] Ltd.

Seventh
ISBN 978 1 99896 232 7
ANTON GROBLER (EDITOR) Edition
ALDA DEAS
MAELEKANYO MULAUDZI

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15mm
spine
 South African
Human Resource
Management
Theory and Practice

Seventh edition

Anton Grobler, Maelekanyo Mulaudzi

and Alda Deas

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 South African Human Resource Management: Theory and Practice
First published 1998
Second Edition 2000
Third Edition 2003
Fourth Edition 2008
Fifth Edition 2014
Sixth Edition 2019
Seventh Edition 2022
© Juta and Company Ltd
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PO Box 14373, Lansdowne 7779, Cape Town, South Africa
www.juta.co.za
© 2022 Juta and Company (Pty) Ltd
ISBN (print): 978 1 99896 232 7
ISBN (webPDF): 978 1 99896 233 4
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Acknowlegments:
Figure 2.2: SABPP South African HR competency model. South African Board for
People Practices. (SABPP) HR Survey 2012. Used with permission.
Figure 2.3: SABPP HR Management System Standards model. 2013. Standard
Element 7 of South African Board for People Practices. (SABPP) 13 National HR
Management System. Used with permission.
The author and the publisher believe on the strength of due diligence exercised
that this work does not contain any material that is the subject of copyright held
by another person. In the alternative, they believe that any protected pre-existing
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 TABLE OF CONTENTS

Preface ix
About the Authors x

PART 1: SETTING THE HRM AGENDA: CONCEPTUAL AND CONTEXTUAL

PERSPECTIVES 1
Chapter 1: The challenge of human resource management: An introduction 3
1.1 Human resource management: Foundations, definitions and significance 3
1.2 Organisations and management as embedded societal phenomena: The
sustainability challenge of HRM 8
1.3 Open-system perspectives to human resource management 15
1.4 Scope of HRM work 17
1.5 Variables that interplay with HRM: A glimpse of the HRM complexity
challenge 21
1.6 HRM requires both managers and specialists 33
1.7 Managing work and people: A brief evolutionary perspective of HRM 35
1.8 Outline of this book 44
Chapter 2: South African human resource management in context 45
2.1 Introduction 45
2.2 South African human resource management in historical context: Synoptic
reflections 45
2.3 Snapshots of South Africa’s contemporary sociopolitical economy in a
global context 67
2.4 Africa and beyond: Shifting international competitive landscapes
and dynamics 68
2.5 South Africa and its people: Some brief contemporary reflections 79
2.6 South Africa’s economic situation: Brief observations 89
2.7 Politics, policy and the state: Key contemporary challenges and issues 94
2.8 South Africa’s sociopolitical economy: Concluding remarks 97
2.9 Dynamics in South Africa’s fraternity of human resource practitioners:
Towards a real profession? 100
2.10 Summary 113
Chapter 3: Beyond conformance: HRM for socio-economic inclusiveness 114
3.1 Introduction 114
3.2 The HRM conformance challenge: South Africa’s legislative framework 115
3.3 From conformance to performance: Empowering people and equitable
equality 138

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 iv South African Human Resource Management: Theory and Practice

3.4 Embracing and managing diversity 158

3.5 Summary 164

PART 2: REPARATORY HRM WORK: STRATEGISING, PERSPECTIVES

DESIGNING AND PLANNING 167
Chapter 4: HRM strategies and policies: Frameworks for managing human
resources 169
4.1 Introduction 169
4.2 Strategy and strategic management 170
4.3 HRM strategy development: Options, issues, choices and processes 180
4.4 Establishing an HRM policy framework 187
4.5 Business planning for HRM 194
4.6 Summary 197
Chapter 5: Designing work, organisations and HRM work 199
5.1 Introduction 199
5.2 Work design 200
5.3 From group-based work to teamwork: An increasingly popular work
design option 214
5.4 Organisation design: Trends, issues and considerations 219
5.5 Organising HRM work 223
5.6 Summary 236
Chapter 6: Workforce planning 238
6.1 Introduction 238
6.2 Strategic planning and strategic workforce planning 239
6.3 The general nature and process of workforce planning 240
6.4 The purpose and importance of workforce planning 241
6.5 Criteria for effective workforce planning 242
6.6 Factors that influence workforce planning 243
6.7 The responsibility for workforce planning 244
6.8 The workforce planning process 247
6.9 Job analysis 258
6.10 Summary 264

PART 3: SOURCING WORK TALENT 267

Chapter 7: Recruiting and selecting the right work talent 269
7.1 Introduction to the recruitment of talent 269
7.2 Factors influencing recruitment policy and practice 270
7.3 Recruitment sources and methods 275
7.4 Overview of the recruitment process 281
7.5 Aspects of quality control in recruitment 286
7.6 Finding non-employee workers: Temporary employment services 286
7.7 Summary of the recruitment function 287
7.8 Introduction to the selection of talent 287

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