BACHELOR OF BUSINESS ADMINISTRATION Human Resource Management I

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1 BACHELOR OF BUSINESS ADMINISTRATION Human Resource Management I Contact details: Regenesys Business School Tel: +27 (11) Fax: +27 (11)

2 Version Control 5.4_f Date of Publication: January, 2014 Publisher: Regenesys Management Place of Publication: Sandton Date Version Initials Description of Change 5 August _f FVS Name revision and formatting 1 October _f FVS Reference amendment 21 January _f FVS Updating template This study guide highlights key focus areas for you as a student. Because the field of study in question is so vast, it is critical that you consult additional literature. Copyright Regenesys, 2014 All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording or otherwise) without written permission of the publisher. Any person who does any unauthorised act in relation to this publication may be liable for criminal prosecution and civil claims for damages.

3 CONTENTS 1. WELCOME TO REGENESYS INTRODUCTION TEACHING AND LEARNING METHODOLOGY ALIGNING ORGANISATIONAL, TEAM AND INDIVIDUAL OBJECTIVES ICONS USED IN THIS STUDY GUIDE STUDY MATERIAL FOR THE MODULE RECOMMENDED RESOURCES RECOMMENDED BOOKS RECOMMENDED MULTIMEDIA ADDITIONAL SOURCES TO CONSULT LEARNING OUTCOMES CONTENT SCOPE AND LEARNING GUIDANCE HUMAN RESOURCE MANAGEMENT FUNDAMENTALS DEFINE THE CONCEPTS FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT SUCCESS AND FAILURE FACTORS OF HUMAN RESOURCE MANAGEMENT INTRODUCTION TO HUMAN BEHAVIOUR HR LINKS TO BEHAVIOURAL SCIENCE FOUR ASPECTS OF INDIVIDUALS PERCEPTION PERSONALITIES COGNITIVE ABILITIES ATTITUDE DEVELOP YOURSELF OVERVIEW OF THE LEGISLATIVE FRAMEWORK INTRODUCTION KEY HR LEGISLATION HUMAN RESOURCE PLANNING INTRODUCTION JOB ANALYSIS JOB DESCRIPTIONS JOB SPECIFICATIONS HUMAN RESOURCE FORECASTING THE HUMAN RESOURCE PLAN RECRUITMENT, SELECTION AND INDUCTION THE RECRUITMENT AND SELECTION PROCESS RECRUITMENT AND SELECTION ACTIVITIES SELECTION THE POST-INTERVIEW PROCESS INDUCTION EFFECTIVE TEAM MANAGEMENT UNDERSTAND GROUPS THE IMPORTANCE OF TEAMS THE STAGES OF TEAM DEVELOPMENT INTERPRETING AND MANAGING GROUP DYNAMICS STATEMENTS TO MANAGE GROUP BEHAVIOURS EFFECTIVE COMMUNICATION VERBAL COMMUNICATION NON-VERBAL COMMUNICATION STAFF DEVELOPMENT AND TRAINING IDENTIFICATION OF TRAINING NEEDS DIFFERENT METHODS OF TRAINING... 58

4 7.8.3 DEVELOP AND IMPLEMENT A TRAINING PLAN PERFORMANCE APPRAISAL DEFINE PERFORMANCE APPRAISAL APPRAISAL PROCESS MOTIVATION MOTIVATION EMPLOYEE MOTIVATION THEORIES OF MOTIVATION EMPLOYEE MOTIVATION THEORIES STRATEGIES TO MOTIVATE EMPLOYEES CONFLICT MANAGEMENT DEFINING CONFLICT APPROACHES TO CONFLICT RESOLUTION CONFLICT MANAGEMENT MODELS CAUSES OF CONFLICT COMMONLY MISTAKES AND SOLUTIONS WHEN RESOLVING CONFLICT DO S AND DON TS OF NEGOTIATIONS EMOTIONAL INTELLIGENCE IN ORGANISATIONS ORGANISATIONAL CULTURE AND REWARDS WHAT IS AN ORGANISATIONAL CULTURE? CULTURAL TYPOLOGIES CHARACTERISTICS OF AN ORGANISATION S CULTURE MAINTAINING A CULTURE ROLE OF REWARDS REFERENCES APPENDIX 1: OVERVIEW OF SOUTH AFRICAN HR LEGISLATION INTRODUCTION THE CONSTITUTION OF SOUTH AFRICA ACT, LEGISLATION RELEVANT FOR HUMAN RESOURCE MANAGEMENT LABOUR RELATIONS ACT, NO. 66 OF BASIC CONDITIONS OF EMPLOYMENT ACT, NO. 75 OF SKILLS DEVELOPMENT ACT, NO 97 OF SKILLS DEVELOPMENT AMENDMENT ACT, NO. 26 OF EMPLOYMENT EQUITY ACT, NO. 55 OF

5 List of Tables FIGURE 1: FUNCTIONS OF THE HUMAN RESOURCE DEPARTMENT FIGURE 2: FOUR INTELLIGENCES FIGURE 3: STEPS IN HR PLANNING FIGURE 4: THE INTERVIEW PROCESS FIGURE 5: THE COMMUNICATION PROCESS FIGURE 6: PERFORMANCE APPRAISAL PROCEDURE FIGURE 7: MASLOW S HIERARCHY OF NEEDS FIGURE 8: DUAL CONCERN MODEL FIGURE 9: DOMAINS OF EMOTIONAL INTELLIGENCE List of Figures FIGURE 1: FUNCTIONS OF THE HUMAN RESOURCE DEPARTMENT FIGURE 2: FOUR INTELLIGENCES FIGURE 3: STEPS IN HR PLANNING FIGURE 4: THE INTERVIEW PROCESS FIGURE 5: THE COMMUNICATION PROCESS FIGURE 6: PERFORMANCE APPRAISAL PROCEDURE FIGURE 7: MASLOW S HIERARCHY OF NEEDS FIGURE 8: DUAL CONCERN MODEL FIGURE 9: DOMAINS OF EMOTIONAL INTELLIGENCE... 85

6 1. WELCOME TO REGENESYS Have a vision. Think big. Dream, persevere and your vision will become a reality. Awaken your potential knowing that everything you need is within you. Dr. Marko Saravanja At Regenesys, we assist individuals and organisations to achieve their personal and organisational goals, by enhancing their management and leadership potential. We approach education and development holistically, considering every interaction not only from an intellectual perspective but also in terms of emotion and spirituality. Our learning programmes are designed to transform and inspire your mind, heart and soul, and thus allow you to develop the positive values, attitudes and behaviours, which are required for success. Having educated over students based in highly reputable local and international corporations across over 100 countries since Regenesys' inception in 1998, we are now one of the fastest-growing and leading institutions of management and leadership development in the world. Regenesys ISO 9001:2008 accreditation bears testimony to our quality management systems meeting international standards. Regenesys is accredited with the Council on Higher Education. Our work is rooted in the realities of a rapidly changing world and we provide our clients with the knowledge, skills and values required for success in the 21st century. At Regenesys, you will be treated with respect, care and professionalism. You will be taught by business experts, entrepreneurs and academics who are inspired by their passion for human development. You will be at a place where business and government leaders meet, network, share their experiences and knowledge, learn from each other, and develop business relationships. You will have access to a campus, in the heart of Sandton, with the tranquillity of a Zen garden, gym and meditation room. We encourage you to embark on a journey of personal development with Regenesys. We will help you to awaken your potential and to realise that everything you need to succeed is within you. We will be with you every step of the way. We will work hard with you and, at the end celebrate your success with you. Areas of Expertise Regenesys Business School 1

7 2. INTRODUCTION Welcome to the module on Human Resource Management (HRM). We trust that you will find this subject exciting, stimulating and that it will challenge you and make an important impact on your life. In this module, we will focus on human resources as an asset to an organisation and all the aspects impacting on the performance and development of such an asset that will be beneficial to the organisation. This module serves as an introduction to human resource management principles and processes. Many of the concepts, principles and processes covered in this module will be examined in much greater detail in your second and third years of study. 2.1 TEACHING AND LEARNING METHODOLOGY Regenesys uses an interactive teaching and learning methodology that encourages self-reflection and promotes independent and critical thinking. Key to the approach utilised is an understanding of adult learning principles, which recognise the maturity and experience of participants, and the way that adult students need to learn. At the core of this is the integration of new knowledge and skills into existing knowledge structures, as well as the importance of seeing the relevance of all learning via immediate application in the workplace. Practical exercises are used to create a simulated management experience to ensure that the conceptual knowledge and practical skills acquired can be directly applied within the work environment of the participants. The activities may include scenarios, case studies, self-reflection, problem solving and planning tasks. Training manuals are developed to cover all essential aspects of the training comprehensively, in a user-friendly and interactive format. Our facilitators have extensive experience in management education, training and development. Please read through this Study Guide carefully, as it will influence your understanding of the subject matter and the successful planning and completion of your studies. Regenesys Business School 2

8 2.2 ALIGNING ORGANISATIONAL, TEAM AND INDIVIDUAL OBJECTIVES This course will draw on a model developed by Regenesys Management, which demonstrates how the external environment, the levels of an organisation, the team and the components of an individual are interrelated in a dynamic and systemic way. The success of an individual depends on his/her self-awareness, knowledge and ability to manage successfully these interdependent forces, stakeholders and processes. The degree of synergy and alignment between the goals and objectives of the organisation, the team and the individual determines the success or failure of an organisation. It is, therefore, imperative that each organisation ensures that team and individual goals and objectives are aligned with the organisation s strategies (vision, mission, goals and objectives, etc.); structure (organogram, decision-making structure, etc.); systems (HR, finance, communication, administration, information, etc.); culture (values, level of openness, democracy, caring, etc.). Hence, an effective work environment should be characterised by the alignment of organisational systems, strategies, structures and culture, and by people who operate synergistically. Regenesys Integrated Management Model Regenesys Business School 3

9 3. ICONS USED IN THIS STUDY GUIDE Icons are included in the Study Guide to enhance its usability. Certain icons are used to indicate different important aspects in the Study Guide to help you to use it more effectively as a reference guide in future. The icons in this Study Guide should be interpreted as follows: Definition The definitions provide an academic perspective on given terminology. They are used to give students a frame of reference from which to define a term using their own words. Examples The example icon is used to indicate an extra/additional text that illustrates the content under discussion. These include templates, simple calculation, problem solution, etc. Video clip or presentation This icon indicates a URL link to a video clip or presentation on the subject matter for discussion. It is recommended that students follow the link and listen/read the required sources. Interesting source to consult The source icon is used to indicate text sources, from the Internet or resource centre, which add to the content of the topic being discussed In a nutshell This icon indicates a summary of the content of a section in the workbook and to emphasise an important issue. Calculations This icon indicates mathematical or linguistic formulae and calculations. Self-reflection Students complete the action of selfreflection in their own time. It requires students to think further about an issue raised in class or in the learning materials. In certain instances, students may be required to add their views to their assignments. Tasks The task icon indicates work activities that contact students must complete during class time. These tasks will be discussed in class and reflected upon by students and facilitators. E-learning students can use these tasks simply to reinforce their knowledge. Note This icon indicates important information of which to take note. Regenesys Business School 4

10 4. STUDY MATERIAL FOR THE MODULE You have received material that includes the following: Study guide Recommended reading Assignment These resources provide you with a starting point from which to study the contents of this module. In addition to these, other resources to assist you in completing this module will be provided online via the link to this module. Guidance on how to access the material is provided in the Academic Handbook, which you received when you registered for this qualification. 5. RECOMMENDED RESOURCES A number of recommended resources have been identified to assist you in successfully completing this module. RECOMMENDED READING Where applicable, the following articles and books are recommended for the successful completion of this module: Abdullah, H. 2009, Definitions of HRD: Key concepts from a national and international context, European Journal of social sciences, (10) 4, Barnett, S. 2003, Teams in the workplace, Technology studies in Education, (assessed online 13 September 2012). Department Higher Education and Training. 2010, Framework for the National Skills Development Strategy 2011/ /16, (assessed online 15 September 2012). Department of Labour. n.d, Introduction to the Quality Council for Trades and Occupations (QCTO), https://www.labour.gov.za/downloads/documents/useful-documents/skills-developmentact/qcto_introduction_a5%20red.pdf (assessed online 12 September 2012). Frank, L. n.d, Effective Communication. Bulletin #6103. Group works. Government of Newfoundland and Labrador. 2008, Human Resource / workforce planning and departmental planning A Guide to integration and alignment, (assessed online 13 September 2012). Heathfield, S. 2012, How to change your culture: organizational culture change, (assessed online 7 May 2012). Regenesys Business School 5

11 Lee, S. 2012, The Five Stages of Team Development, <http://ezinearticles.com/?the-five-stages-of-team- Development&id= (assessed online 13 September 2012). Neill, J. 2007, Group Dynamics, processes and development, (assessed online 13 September 2012). Serrat, O. 2009, Understanding and developing emotional intelligence, Asian Development Bank, Volume 49. Shanks, N.H. n.d, Chapter 2: Management and motivation, (assessed online 15 September 2012). SHRM HR Content. 2011, Chapter 8: Performance Management and appraisal, Part III: Developing and Managing, n.d, (assessed online 13 September 2012). Additional articles that may prompt discussions and further assist you in completing this course will be saved on Regenesys Online under the relevant course. Please visit the site regularly to access these additional sources. 5.1 RECOMMENDED BOOKS The following books are recommended for this module: Havenga, W., Kleynhans, R., Markham, L. & Van Aswegen, S. 2012, Introduction to Human Resource Management, Fresh perspectives, 2nd edition, Pearson: Cape Town. Please ensure that you order your textbook well in advance to ensure that you do not delay the commencement of your studies for this module. It is highly recommended that you order and purchase all your textbooks at the beginning of the year, immediately after registration. 5.2 RECOMMENDED MULTIMEDIA CommLab India. 2010, Multi-cultural team management, (accessed online 13 September 2012). Department Higher Education and Training. 2010, Framework for the National skills development strategy 2011/ /16, (accessed online 13 September 2012). Edenborough, R. 2005, Assessment methods in recruitment, selection and performance, d%20performance.pdf (accessed online 13 September 2012). Regenesys Business School 6

12 Employee motivation is essential to success. 2011, (accessed online 15 September 2012). FASSET. 2004, Skills Planning, (accessed online 15 September 2012). How to do effective performance appraisals. 2008, (accessed online 13 September 2012). Hung, S. 2010, Conflict styles, <http://www.youtube.com/watch?v=hv9feuk4mhk&feature=related (accessed online 15 September 2012). It s all about culture what is corporate culture? 2010), (accessed online 13 September 2012). Job description / person specification examples using SCQF. n.d, (accessed online 12 September 2012). LearningRxcom. (2010) Increase Brain Power How to work out your brain and get smarter, (accessed online 12 September 2012). Performance appraisal. 2005, <http://wikieducator.org/images/6/67/performance_appraisal_lecture.pdf (accessed online 15 September 2012). Singh, D. n.d, Communication skills, (accessed online 14 September 2012). Taylor, A. 2011, Human Resource Management functions, (accessed online 12 September 2012). Regenesys Business School 7

13 5.3 ADDITIONAL SOURCES TO CONSULT As a higher education student, you are responsible for sourcing additional information that will assist you in completing this module successfully. Below is a list of sources that you can consult to obtain additional information on the topics to be discussed in this module: Emerald: NetMBA: MindTools: Brunel Open Learning Archive: ProvenModels: 12manage.com: Alliance Online: The Free Management Library: The Charity Village: This is an online database containing journal articles that are relevant to your modules. Please refer to the attached Emerald manual to assist you to download required articles. Information on how to access Emerald is provided to you in your Academic Handbook. You will receive access to the database once you register as a student. This is one of several web addresses that provide a selection of MBA constructs and discussion. It is one of the better of these addresses. MindTools.com is a very useful source of ideas, constructs, management models, etc. with even more useful commentary and description. A Brunel University support-site that provides an easily accessible library of ideas, concepts, constructs techniques, tools, models, etc. ProvenModels' Digital Model Book presents digitalised management models categorised in a clear, consistent and standardised information structure to improve the usability and reusability of management literature. Management models are important generalisations of business situations when applied in context and are powerful tools for solving business issues. This is a website on which one can access numerous models as well as global comments on the models and principles. This could also serve as a place where you could voice your ideas and get feedback from all over the world. The Alliance for Non-profit Management's general introduction to strategic planning is built around 15 questions that cover just about all aspects in brief. (Click on Strategic Planning ) The Free Management Library can be used to improve your organisation, and for your own personal, professional and organisational development. This is by far the most comprehensive overview of all aspects of strategic planning covering all stages of the process. A series of twelve very short articles, by Ron Robinson, an independent Canadian consultant, appeared on Charity Village between November 2001 and October These articles are refreshing in that they do not advocate a one best way for all types of non-profit organisations. They discuss various way of approaching the strategic planning process. There are many more sites and articles available that can help you to successfully complete this module. You are encouraged to post the website addresses or URLs of any additional interesting sites that you come across on the Regenesys Learning Platform. In this way, you can assist other student s to access the same wonderful information that you have discovered. Regenesys Business School 8

14 A word of caution not all information available on the Internet is necessarily of a high academic standard. It is therefore recommended that you always compare information that you obtain with that contained in accredited sources such as articles that were published in accredited journals. 6. LEARNING OUTCOMES Upon completing this course, participants should: Be familiar with human resource management terminology, concepts and principles Have an understanding of key people management success and failure factors Explain why people behave differently Identify relevant legislation pertaining to human resource management Explain job analysis as part of human resource planning Know the process of recruiting and selecting suitable candidates for employment Define and compare groups and teams Identify the stages of team development Interpret and manage group dynamics Describe the process of communicating professionally and persuasively Identify training needs and skills shortages Explain the steps to develop and implement a training plan Explain the principles and processes of effective performance appraisal Explain theories of motivation Explain the principles and processes to manage conflict situations effectively Explain the principles and relevance of emotional intelligence for organisations; and Examine the important role that organisational culture, and reward systems perform in the institution Regenesys Business School 9

15 7. CONTENT SCOPE AND LEARNING GUIDANCE A number of topics will be covered to assist you in successfully achieving the learning outcomes of this module. It is important to study each of these sections to ensure that you expand your knowledge in the subject and are able to complete the required assessments. The sections that will be dealt with include: Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9 Section 10 Section 11 Section 12 Human Resource Management Fundamentals Introduction to Human Behaviour Overview of the legislative framework Human Resource Planning Recruitment, Selection and Induction Effective team management Effective communication Staff development and training Performance appraisal Motivation Conflict management Organisational culture and rewards A more detailed framework of what is required for each of these topics follows under each section heading. A number of questions to probe discussion and guide you towards comprehension and insight are also provided. The timetable under each section heading provides guidance on the time to be spent to study each section. It is recommended that you follow the given timetable to ensure that you spend the appropriate amount of time on each section. Following the timetable will ensure that you have covered the required sections relevant to each assignment and have appropriate time to prepare for the examination. Regenesys Business School 10

16 7.1 HUMAN RESOURCE MANAGEMENT FUNDAMENTALS Timeframe: Learning Outcome: Recommended reading: Multimedia: Section overview 2 hours Be familiar with human resource management terminology, concepts and principles Have an understanding of key people management success and failure factors Definitions of HRD: Key concepts from a national and international context. (Abdullah, 2009). Human Resource Management functions (Taylor, A. 2011) It is imperative to understand the human resource environment to ensure the effective management of human resources. The additional readings provide an introduction to human resource management. This section aims to explain what human resource management (HRM) entails and what would be expected of a human resource manager. It also puts some light on how the science of human resource management developed and the different skills needed to effectively run the human resource department Define the Concepts The functions of the Human Resource Manager have changed drastically over the last two decades. Having been excluded from participating actively in business decisions for most of its existence, the current trends are to involve the Human Resource (HR) department to ensure efficiency and effectiveness within the organisation. From the 1990s, businesses have taken a more strategic approach to human resource management so that they can deal with a different external environment characterised by: Continual Change; Flux Of Structures (Webs To Networks And Matrices); Fierce Competition; And Global focus. The following issues play a major role in shaping human resource management strategies: An increase in cross-border employment; A fully diversified workforce; Fewer organisations as a result of continued mergers and acquisitions; The use of just-in-time professional workers; An increase in the outsourcing of administrative functions; More innovative compensation practices; A stronger focus on careers and self-fulfilment; An increasing awareness of employees as assets; Telecommunications and other forms of flexible work being widely introduced; and Increased team playing including in a virtual environment. Regenesys Business School 11

17 Human Resource Management has been defined in many ways. Human resource management - involves the productive use of people in achieving the organisation's strategic business objectives and the satisfaction of the individual employee's needs. (Reward Management Associates, 2001) Human Resource Management (HRM) is the function within an organisation that focuses on recruitment of, management of, and providing direction for the people who work in the organisation. Human Resource Management can also be performed by line managers. (Heathfield, 2012) Human Resource Management is the organisational function that deals with issues related to people such as compensation, hiring, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration, and training. (Heathfield, 2012) Human Resource Management consists of three pertinent notions: humans, resource and management: Human refers to the people who the business relies on for existence. The business cannot function optimally without them. The people in the organisation are often referred to as the human capital of the organisation. Resources refer to assets or something that belongs to the organisation. In the modern era, the skills and competencies of the employees belong to the business which makes them the human resources of the organisation. Management refers to the planning, organising, leading and controlling of the resources at your disposal. As in this concept the humans are seen as assets, they need to be planned for, controlled, lead and organised in such a manner that the business achieves its strategic vision and objectives. The article below provides you with an overview of different definitions of Human Resource Management from an international perspective: Definitions of HRD: Key concepts from a national and international context. (Abdullah, 2009) Fundamentals of Human Resource Management Now that you understand the concept of HR management, we will have a look at what HR does in the business world. Before we can do this let us look at the history of the discipline. Regenesys Business School 12

18 Background to HR management The development of the theory of HR management started in the early twentieth century. Frederick Taylor, an engineer, wanted to explore to improve workplace efficiency. His research led him to identify that the key element in improving manufacturing efficiency was labour. His research has been labelled and referred to as Taylorism. His ideas were formalised when another researcher, Elton Mayo, realised that workers are more productive when they are attentive and engaged. Further psychological research done by Abraham Maslow, Kurt Lewin, Frederick Herzberg and David McClelland formed the basis of this new applied discipline (Nayad, 2011). After the Second World War, people were more interested in human rights and self-actualisation. This resulted in several laws written to protect employees as well as an increased need for employees who deal only with personnel issues (Nayad, 2011). In the 1960s personnel managers were criticized for having poor negotiation skills in dealing with unions. This gave way to the expansion of personnel management responsibilities as well as to increase the importance of these employees (CIPD, 2012). During the 1970s social science techniques such as motivation, organisational behaviour, selection, testing and training were becoming part of the responsibilities of personnel management (CIPD, 2012). The 1980s saw the term human resource management born. This term implied that the employees of the organisation were now seen as an asset (CIPD, 2012). Today, HR s functions are strategic in nature and employers understand that their employees are not only assets but should be termed as the human capital of the organisation as they can also be a source of revenue (CIPD, 2012). Roles and responsibilities of the Human Resource Manager Mayhew (2012) lists the responsibilities of an HR manager as follows: Compensation and benefits management; Training and development management; Employee relationship management; Recruitment and selection management; and Overall management responsibilities (which includes reporting, performance management and so on). Functions of an HR department The functions of the human resource department are reflected in Figure 1. The model indicates that the functions of the human resource department are linked and can also be interlinked. Regenesys Business School 13

19 Figure 1: Functions of the Human Resource Department Human Behaviour Human Resources support and systems Human Resources Strategy Employee Wellness Human Resources Planning Leadership and Emotional Intelligence Recruitment and Selection Change Management Performance Management Negotiations and Conflict Management Diversity Management Staff Development and Training The human resource process starts with the planning of the human resources. After strategic planning, needs and positions are identified. The human resource department will start by drawing up a job description and a job profile. Then they will recruit and select, interview, appoint, induct, support, evaluate, mentor and coach, compensate and overall take care of the employee to ensure that the individual performs to achieve the overall objectives of the organisation. This in short is the human resource functional cycle. The clip below discusses the Human Resource Management functions: Human Resource Management functions (Taylor, 2011) Regenesys Business School 14

20 7.1.3 Success and Failure Factors of Human Resource Management The management of human resources are possibly one of the most challenging aspects of managing an organisation. Our ability to think independently, feel and express emotions, rationalise issues and inquire about our reality are some of the elements that make humans special. However, these are also the very factors that might make it difficult for managers to manage people. Many managers cannot fathom why projects or actions fail even though they had the best action plan in place, spent hours developing perfect Gantt charts and budgets, ensured that all the policies are aligned to the plans, and delegated tasks, etc. To make matters worse; despite the managers hard efforts she/he is accused of being autocratic/ bureaucratic/ nepotistic/ rigid/ unapproachable, etc. The analysis of the success and failure factors of managing human resources is extremely complex as it depends on the nature, context and inter-relationship between the action, project, team and institution. The following are some of the major causes of human resource management failures categorised into internal and external factors. The opposite of these failure factors reflect the success factors of people management. Internal HRM failure factors may include: Lack of political/ top management commitment and support to people development; Leadership skills and styles; Lack of HR planning; Lack of HR management skills, knowledge and experience; Inefficient and obsolete management systems; Finance: budget not linked to activities, centralised, slow, not supportive of HR development; Poor reward/ incentive system; Inadequate performance management processes; Information and communication; Organisational culture, commitment, passion for work, work culture and ethics, power struggles and politics; High staff turnover; Lack of motivation and job satisfaction; and Personal problems. Regenesys Business School 15

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