Human Resource Management Contents

Human Resource Management .............................................................................................................. 1 Introduction to HRM and its Context.................................................................................................. 2 SA legislative framework..................................................................................................................... 5 Strategic HRM Ulrich both, Higgins, ................................................................................................. 6 Nadler and Tushman Reading ......................................................................................................... 7 Performance Management Individual Employee chapter 11, 6 .................................................... 12 Motivation- chapter 7, ...................................................................................................................... 12 A South African Insight- People Motivation at VW....................................................................... 12 Motivation..................................................................................................................................... 13 Leadership chapter 8, 15, Bartlett &Goshall a&b .......................................................................... 19 Performance Management chapter 11.......................................................................................... 24 Training and development chapter 13........................................................................................... 24 Labour Relations chapter 14 .......................................................................................................... 24 Group Dynamics chapter 9............................................................................................................. 26 Organisational Change chapter 10, French 5, 6, Harrison 2, 3, Hackman 11, 44, Higgins, Kotter . 29

Competitive advantage = knowledge & intellectual capital. Behavioural Flexibility: o The person with the most behavioural flex will control the outcome. o Results in more choices more choice is better than limited choice.

Introduction to HRM and its Context

Competitive advantage no longer lies in its products or technology, but in its people who are managed through HRM Based on the trying to create something within the organisation that competitors cannot replicate Competitors can produce similar products, have access to the same technology and capital markets but cannot create the same work conditions thus cannot copy intellectual capital. Intellectual capital is the ability of employees to apply and transform their knowledge and understanding into something of value to their jobs and the organisation. The way to look to generate enduring revenue growth and profits is through building the working environment that that provides internal service quality to its people.

Context of HR: o HR is one of the subsystems within an organisation

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In smaller organisations the role of the HR function can be carried out by one person. From the perspective of Systems theory, the four criteria for a successful organisation are: Efficiency Comparing inputs of a system with outputs Measured in terms of profitability Effectiveness Comparing outputs of a system with the outputs it intended to produce Adaptability Needs to adapt to the external environment Important to consider legislative influences Strategic planning is the tool comes into play here Congruence (fit) Interdependence of all components Nadler & Tushman Model (Transformation Process)

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Org = entity in an open system (changing business environment) Higgins HRM Structure 8 s Model Strategy Structure Systems & Processes Style Staff Resources Shared Value (Org Culture)

Strategic Performance Concept of HRM: o Concerned with the system of philosophies, policies, programmes, practices and decisions that affect the behaviour, attitudes and performance of the human resources of an org so that people reach their desired level of satisfaction & performance and the org achieves its strategic goals. Challenges to HRM in SA: o To justify direct contribution to the achievement of strategic business aims (bottom line) o HRM must be able to influence overall business performance o Influences the delivery of the HR services. The role of people in the organisation Human Resources (HR): o No org can exist without people o Individuals are the lone building blocks of an org key to orgs success. o Intellectual capital Human Capital Employee capability, satisfaction and sustainability. Relational or Social Capital Capabilities that arise in an organisation through the network of relationships between employees, customers and the community Structural Capital Formal organisational arrangements that an organisation adopts to facilitate human and relational capital o People are the only active resources Power lies in the people (Ulrich) o The HRM Function

o Future Trend:

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o o Kearns 6 Question Model:

Orgs wont pay for the value of the job but for the value of the person. Versatility is the key factor in determining employee value with strategic thinking, leadership, problem solving, technology, and people skills close behind. (Vodacom) Multi skilled operators rewarded at VW.

People seen as a competitive advantage People seen as a cost / resource Ulrich Roles of HRM: Strategic Partner Regulator Change Agent Employee Champion

SA legislative framework

Common Law: Contract of Employment o Contract of employment is an agreement where one party agrees to make their services available to another to perform duties for remuneration over a period of time o Duties of employer Accept employee into service Pay remuneration Provide safe working enviroment Adhere to Statutory Law o Labour Relations Act o Basic Conditions of Employment Act o Unemployment Insurance Act

o Occupational Health & Safety Act o Etc... Managing Org Behaviour: o Legitimise the role of the HRM function o Manage people in a legal and fair manner

Strategic HRM Ulrich both, Higgins,

The HRM function should be fully integrated with other functions The central role of HRM function should be on the investment in and management of the talent of employees The new business role of HRM requires that it should create a sustained competitive advantage HR architecture: o The HR function HR should contribute to organisational strategy formulation and implementation Done through design, implementation and maintenance of HR system o The HR system Ensures that the right people are employed, and the right skills are developed and maintained to support strategy implementation Policies and procedures o Employee behaviours o Ulrich Model:

Strategy Formulation o HRM provides input on relevant SWOT relating to HR capability and commitment to the organisation Strategy Execution: o HRM establishes an explicit outline as to the way the organisation currently does business, audits the outline, and identifies what needs to change to facilitate strategy execution. o Role of change agent - changes necessary for strategy execution o Role of Admin expert streamline processes, procedures and systems for improved functioning

Nadler and Tushman Reading Organisational behaviour must be managed because of the differences between individuals, groups and the numerous relationships amongst them. Work of organisations gets done through the work of people and their collaboration with technology Central to task of management is task of management behaviour, to do this there must be capacity : o To understand behaviour o To predict behavioural responses o To control though use of understanding and prediction One tool to manage HR is the conceptual framework, or model (roadmap to making sense of behaviour) Models must approach a state of congruence Thinking of organisations as social systems is an alternative to the static classical models of organisations. A system is a set of inter-related elements, an open system interacts with the environment, and thus inputs come from the environment. Basic Systems Model:

Input

Transformation Process

Output

Feedback

Basic System characteristics of Organisations o Interdependence changes in one component have repercussions on other parts o Feedback information about the output of a system that can be used to control the system, (organisations can correct errors )

Equilibrium organisations develop energy to stay in balance (one group puts pressure on another to stay in sync) o Equifinality different system configurations can lead to the same end or lead to the same input-output conversion. (no one best way to complete tasks) o Adaption system must maintain a favourable balance of input and output transactions with the environment. The basic systems theory is not enough for problem solving A Congruence Model of Organisational Behaviour o An analytical tool o Emphasis on transformational process and interdependence o View of organisations as interrelated components that exist in states of relative balance (fit) with each other o Fit determines performance o Effectiveness is a function of the congruence among various components o People, tasks, technology and structure are major components o INPUTS: The givens that face an organisation Environment: All the factors, including institutions, groups, individuals, events etc. outside the boundaries of the organisation being analysed, but having a potential impact on that organisation What demands does the environment make on the organisation? Environment puts constraints on organisational action. Resources: Various assets that the organisation has access to, including Human Resources, technology, capital, information, etc. as well as less tangible resources (recognition in the market). What is the relative quality of the different resources that the organisation has access to? To what extent are resources fixed, as opposed to flexible in their configuration? History: The patterns of the past behaviour, activity, and effectiveness of the organisation which may have an effect on current organisational functioning. What have been the major stages or phases of development of the organisation? o Strategic decisions o Acts of key leaders o Crises o Core values and norms Strategy:

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The stream of decisions made about how organisational resources will be configured against the demands, constraints and opportunities, within the context of history. How has the organisation defined its core mission, including o What markets it serves? o What products/services it provides to these markets? o On what basis does it compete? o What supporting strategies has the organisation employed to achieve the core mission? o What specific objectives have been set for organisational output? Most important, determines nature of work and the outputs of the firm There are 3 basic inputs, environment, resources and history and strategy reflects on how the organisation chooses to respond to or deal with the other inputs. OUTPUTS Describe what the organisation produces Organisational Functioning Goal attainment how well org meets its objectives Resource utilization how well org makes use of resources Adaptability - positioning itself in a favourable position with environment Group/Unit Functioning Individual Functioning Behaviour Affective Reactions TRANSFORMATIONAL PROCESS The transformational mechanism is the organisation Organisational Components No best way to describe organisational components Task The basic and inherent work to be done by the organisation and its parts Critical features include: o The types of skill and knowledge demands the work possess o Types of rewards the work can inherently provide o Degree of uncertainty associated with the work, including factors such as interdependence, routineness, etc. o The constraints on performance demands inherent in the work Individual The characteristics of individuals in the organisation Critical features: o Knowledge and skills individuals have

o Individual needs and preferences o Perceptions and expectations o Background factors Formal Organisational Arrangements The various structures, processes, methods, etc. that are formally created to get individuals to perform tasks. Critical features: o Organisational design, including grouping of functions, structure of subunits, and coordination and control mechanisms o Job design o Work environment o HRM systems Informal Organisation The emerging arrangements including structures, processes, relationships, etc. o Leader behaviour o Intragroup relations o Intergroup relations o Informal working arrangements o Communication and influence patterns. The Concept of Congruence o Between any input there exists fit o The degree to which the needs, demands, goals, objectives and/or structures of one component are consistent with the needs, demands, goals, objectives and/or structures of another component. The Issues To what extent individual needs are met by the organisation arrangements. To what extent individuals hold clear or distorted perceptions of organisational structures, the congruence of individual and organisational goals To what extent the needs of the individuals are met by the tasks, to what extent individuals have skills and abilities to meet task demands To what extent individual needs are met by the informal organisation, to what extent does the informal organisation make use of individual resources, consistent with informal goals Whether the organisational arrangements are adequate to meet the demands of the task, whether organisational arrangements tend to motivate behaviour consistent with task demands Whether the informal organisation structure facilitates task performance or not, whether it hinders or promotes meeting the demands of the task Whether the goals, rewards, and structures of the informal

Fit Individual Organisation

Individual task

Individual informal organisation

Task- organisation

Task informal organisation

Organisation informal

organisation

organisation are consistent with those of the formal organisation

The Congruence Hypothesis o Other things being equal, the greater the total degree of congruence or fit between the various components, the more effective will be the organisation o The congruence model is a general organisational framework, but the analyst will need more information to analyse effectively

Transformation Process

Informal Organisation Inputs Environment Resources History Individual Task Formal Organisational Arrangements Output Organisational Group Individual

Feedback

A PROCESS FOR ORGANISAIONAL PROBLEM ANALYSIS 1. Identify Symptoms List data indicating possible existence of problems 2. Specify Inputs Identify the system 3. Identify Outputs Identify data that will define the nature of outputs at various levels , should include: Desired outputs (from strategy) Actual Outputs 4. Identify Problems Identify areas where there are significant and meaningful differences between desired and actual outputs

To the extent possible, identify penalties, i.e., specific costs associated with each problem 5. Describe Organisational Components Describe the basic nature of each of the four components with emphasis on their critical features 6. Assess Congruence (fits) Do analysis to determine relative congruence among components 7. Generate Hypothesis about problem causes Analyse to associate fit with specific problems 8. Identify Action Steps Indicate what possible actions might deal with causes of problems. SUMMARY 1. The competitive advantage of an organisation no longer lies in products or technology but in its employees 2. Intellectual Capital creates wealth for the organisation that is not explained by the book value of the physical assets 3. Intellectual capital consists of the skills and knowledge base of the employees within the organisation 4. A manufacturing organisation that trains its employees in techniques to reduce wastage is attempting to improve efficiency 5. An organisation compares the planning stage of managerial activity (and particularly goals and objectives that were set) with the information collected through management control activities (measures of output attained). This organisation is concerned with effectiveness 6. When organisations are viewed as open systems, adaptability is an important criterion to consider when examining the success of the organisation 7. The term congruence as an indicator of organisational success is best described as fit or the extent which the various elements of an organisation are working together to achieve the outputs of the system efficiently and effectively 8. Strategic Partner: HRM plays a continuous role as a business partner in both the strategy formulation and implementation 9. Productivity, absenteeism and staff turnover are the dependant variable a manager would want to explain.

Performance Management Individual Employee chapter 11, 6 Motivation

A South African Insight- People Motivation at VW To be productive right products needed at right price as well as customer service If people motivated the whole flow of activities within the company is more effective People motivated by workplace giving opportunity to match their needs and values. Pay and Benefits: o Important prerequisite for employee motivation o Need to be perceived as fair

o VWs response is to ensure that pay and benefits are market related o Increases are performance based in the salaried staff areas. o Monthly monitoring and bi-annual performance reviews o Exceptional performers rewarded with higher increases than other staff. Equipment and Facilities: o Having the right facilities is important and every manager should try providing them. Work Organisation: o People organised into teams responsible for achieving production targets o Team measures quality and is responsible for any problems o Flexible workforce o Sense of belonging, ownership, empowerment created Job security: o Global organisation and stable employer Training and Development Needs o Growth and development important to people and company to meet world class standards Culture and Style: o People involved in problem solving, decision making and continuous improvement initiatives. o Team building sessions o Regular company updates for keeping informed o People treated with respect, trust built, and people give their best

Motivation Set up a system (scaffolding) to motivate individuals: Systems & Processes (8s) Formal Organisation (Nadler & Tushman) o Is one able to bring out the best in people? (Performance Management Cycle) o Performance = Ability + Motivation (effort) o Motivation = influence that triggers, directs, or maintains goal directed behaviour. o Motivation theories fall into 4 categories: 1. Individual differences Effective managers understand what makes each person unique and how it affects their motivation, to increase effectiveness. 2. The job and organisation contexts Way job designed affects context of work. HRM policies and practices affect motivation 3. Behaviour of Managers Managers affect employee motivation directly Use of monetary and non-monetary rewards 4. An integrative Approach to motivation Incorporation of ideas from other theories o Ability Problems: Resupply provide the resources & support required to do the job. Retrain

 Task assignments redesign job around ability of individual. Reassign Release dismissed on terms of incapacity (LRA 1995) Motivation: To what extent is the person willing to do to the job? o Theories: Theory: Motivation Strategies: Maslows Hierarchy of Needs Teams & Authority / Authority through teams Alderfers ERG Teams & Authority / Authority through teams Herzbergs Two Factor Incentives Goal related (Hygiene & Motivational) T & D opportunities Environment / Context facilitated McClellands Learned Needs History / Experience Skinners Reinforcement Punishment / Reward Adams Equity Incentives Goal related Lockes Goal Setting Teams & Authority / Authority through teams Setting objectives Vrooms Expectancy Incentives Goal related Motivation: Any influence that directs goal directed behaviour Stimulus State of need aroused Search for satisfying need Behavioural response [1. Need satisfied OR 2. Need not satisfied] o The influence becomes the strategy or action Needs Theories: o Maslows Hierarchy of Needs Five types of needs Physiological - satisfied before others Security desire for safety and stability Affiliation sense of belonging Esteem acknowledgement of competence and worth Self-actualisation personal growth & individuals full potential Satisfaction progression hypothesis (once need is fulfilled it isnt a motivator anymore o Alderfers ERG 3 types of needs Existence - similar to Maslow Physiological & security Relatedness - similar to Maslow affiliation Growth - similar to Maslow esteem and self-actualisation

o Herzbergs Two Factor Motivators - intrinsic values Hygiene - environmental factors Independent of each other , it is not satisfied dissatisfied o McClellands Learned Needs Social contexts people live & work in influence the learning of motivation needs and their strength Achievement Affiliation Power individuals need to influence & control others

o Managers need to be aware of and satisfy the needs of individuals Process Theories: o Skinners Reinforcement Behaviour function of consequences Positive reinforcement (desirable or valued consequence) Negative reinforcement (removal of adverse consequence) Influence by punishment & extinction (removal of positive consequence)

o Adams Equity Equity theory acknowledges that motivation doesnt just depend on your own beliefs and circumstances but also on what happens to other people. Employees create a mental ledger of the outcomes (or rewards) they get from their job duties. You compare your ratio of outcomes and inputs to the ratio of some comparison other some person who seems to provide an intuitive frame of reference for judging equity. Cognitive calculus

Ratio of outcomes to inputs is balanced between you and your comparison other. Your ratio of outcomes to inputs is less than your comparison others ratio. o Any imbalance in ratios triggers equity distress an internal tension that can only be alleviated by restoring balance to the ratios. Your ratio of outcomes to inputs is greater than your comparison others ratio. Change your comparison other. o Internal versus external comparisons

o Lockes Goal Setting Focus on peoples aspirations Managers direct employee performance by assigning specific, difficult goals that employees accept & to which they are willing to commit Feedback is important Goals affect motivation by: Increasing amount of effort people choose to exert Directing or channelling that effort Goals work best when employees involved in goal setting process Management By Objectives (MBO)

o Vrooms Expectancy There is a positive correlation between efforts and performance, Favourable performance will result in a desirable reward, The reward will satisfy an important need, The desire to satisfy the need is strong enough to make the effort worthwhile. Vroom's Expectancy Theory is based upon the following three beliefs. Valence. Refers to the emotional orientations which people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, free time, benefits] or intrinsic [satisfaction] rewards. Management must discover what employees appreciate. Expectancy. Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision the employees need. Instrumentality. The perception of employees whether they will actually receive what they desire, even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that.

Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically. In this way they create a motivational force, such that the employee will act in a way that brings pleasure and avoids pain. This force can be 'calculated' via a formula:

o Managers need to understand the process of motivation and know what to do to influence the choices an individual makes in the process.

o Performance Management of Subordinates: 1. Manager Concerns 2. Employee Concerns

3. Diagnose Concerns 4. Motivate (which theory) 5. Applying Motivation Creating a Working Environment (Whetten & Lameron): o Strategies: Establish moderately difficult & specific objectives that are understood and accepted collectively. (Goal setting Theory) Remove personal & organisational obstacles to performance (achieving the objectives) Use rewards & discipline appropriately to remove unacceptable behaviour (Reinforcement Theory) Provide rewards & external incentives that are appealing to the individual and personally valuable Distribute rewards equally check perception of equity (Equity Theory) Provide timely rewards & feedback on current performance & long term opportunities (Job enrichment & Reinforcement Theories) o Diagnosing Questions: Understand objectives? Possible to achieve objectives? Feel performance is rewarding? Rewards timely administered? Benefits distributed fairly? Know performance & long term opportunities? Diagram of Understanding Motivation: Effort Performance Outcomes Feedback

o Effort: Reinforcement Theory Equity Theory T&D Resources o Performance: Goal Setting Theory Clarify o Outcomes: Maslow & Herzberg: Higher order needs If not satisfied, creates frustration (Aldefer) Lower order needs o Feedback: Job Enrichment o Observe:

Diagnose (Use Maslow ask questions) Identify the cause Valid model? (Use appropriate) Many orgs in SA are over managed and under led o Reactive o Passive o Past focus o Involved in day to day activities o Organises people & resources for the effective achievement of set goals o Converse & regulate existing order (status quo)

Leadership chapter 8, 15, Bartlett &Goshall a&b

Leadership: The ability to influence others to willingly contribute to attaining set goals and can be exercised by people throughout the organisation. o Based on interpersonal relationships, not administrative activities and directions. Power / Authority: o 5 sources of power: Referent personal identification of leader Expert specialised knowledge Commitment from followers Reward ability to satisfy followers needs Legitimate (Institutional Power) formal position Compliance from followers Coercive compliance through fear / punishment Resistance from followers Traits Model: o Characteristics: Physical Social Background Personality Behavioural Models: o Theory X & Theory Y: Theory X: Lazy Dependant Uncooperative Poor work habits Money driven Theory Y: Productive Seek responsibility Enthusiastic

Independent o Ohio State University Model: 2 leadership styles: Considerate Initiating Structure Planning, Organising, Leading, Controlling, Coordinating o University of Michigan Model: 2 leadership styles: Production centred Employee centred o Managerial Grid Model: Box of (x; y) coordinates X axis label = Concern for production Y axis label = Concern for people Country Club Style (1; 9) High concern for people; low concern for production Impoverished Style (1; 1) Low concern for people & production Produce or Perish Style (9; 1) Low concern for people; high concern for production Middle of the Road Style (5; 5) Balance between concern for people and production Team Style (9; 9) High concern for people and production Contingency Models:

Fiedlers: Task oriented leader Relationship oriented leader Hersey & Blanchards Situational Leadership Model:

Houses Path Goal Model: o To be effective, leader must select most appropriate style for situation and followers needs. o 4 Styles: Achievement Orientated: Situation: Lack of job challenge Setting challenging goals, expecting high performance Direct: Situation: Ambiguous job Telling people what is expected of them Participative: Situation: Improper procedures & poor decisions Consulting with followers Supportive: Situation: Follower lacks confidence Friendly, approachable, and showing concern o Leader Participation Model: Decision Definition Style AI Leader makes decision alone AII Leader asks for information from team members but makes decision alone. Team may / may not be informed as to what the situation is. CI Leader shares situation with team individually and asks for information. Leader makes decision alone CII Leader and team members meet as team to discuss

situation. Leader makes the decision GII Leader and team meet as a team to discuss situation and the team makes the decision. *A = autocratic; C = consultative; G = group Transformational Leadership: o Leading by motivating o Exhibit 3 behaviours: Vision Framing Impression Management o Followers feel trust, admiration, loyalty, and respect for leader Charismatic Leadership: o Unshakeable belief in their mission o Confident of success o Followers demonstrate loyalty and obedience Leadership IN orgs: o Task & person orientated behaviour. o Guidance, support and feedback to subordinates. Leadership OF orgs: o Evolution of the org including its changing aims and capabilities. o 5 Competencies of Emotional Intelligence (E.I.) 1. Emotional Self Awareness 2. Self Regulation Relate to ourselves 3. Self Motivation 4. Empathy Relate to 5. Effective Relationships others Strategic Leadership: o Capabilities: Strategic thinking E.I. & behavioural complexity understanding Transformational leadership o Tasks: Set org direction Leadership to drive strategy Build core competencies (provides competitive advantage) Create organisational alignment Create an organisational culture & values that support the core strategy Lead & manage change o Reading examples of core competencies: SABCO: distribution Swatch: low cost Delta: customer service

o Strategic thinking: Engage environment (SWOT) Understand organisational systems interrelations (8 s and N & T) See whole picture Think inductively and deductively Transformational leadership o 6 Components of Strategic Leadership (Hitt & Ireland): 1. Determining the orgs purpose and direction 2. Exploiting & maintaining core competencies 3. Developing human capital 4. Sustaining an effective organisational culture 5. Emphasising ethical practises 6. Establishing balanced organisational controls Performance Management Cycle: Strategic business objectives Work / Job profile Performance review / agreement of objectives

Formal assessment

Performance agreement

Informal assessment / Individual development plan Review & feedback HRM congruence & outcomes o Informal: Continuous feedback & remedial action o Formal: 1 formal & 3 review meetings per annum Employee involved Ratings of output Reunion of target agreement Identification of development needs Formal recording of appraisal on SAP Rating recorded for development, potential and bonus purposes Allegations of unfair labour practises if not managed properly o Appraisal Techniques:

Ranking Paired comparisons Forced choice method Critical incident method Graphic rating scale Behavioural Anchored Rating Scales (BARS) Management By Objective (MBO) Simple Measurable Attainable Reliable Time Training & Development (T & D) role in an organisation: o Develops the value of people within an org by developing their knowledge and skills, modifying their attributes and adjusting their behaviour. o Model for Training (Cano):
Needs assessment Training Evaluation

Macro environment

o SA specific environment: Low competitiveness Poor productivity Low economic growth Population growth Low level education Unemployment Acceleration of technology new skills

Performance Management chapter 11 Training and development chapter 13 Labour Relations chapter 14
Management of the employment relationship o Effective recruitment & selection o Orientated into job Goal setting theory Use disciplinary code to deal with unacceptable behaviour

E.g. theft = unauthorised possession Make sure clear definition of unacceptable behaviour Take mitigating and aggravating circumstances into account o SA Legislative Framework: Right not to be unfairly dismissed Right to fair labour practises Procedurally fair and substantively fair Grievance Management: o Procedural o Any conflict needs to be resolved as close to the source as possible (immediate manager) o Inevitable to have some grievances o Accept right of workers to use representative Discipline Management: o Law of dismissal: *CCMA = Commission for Conciliation, Mediation and Arbitration
Misconduct Fault CCMA

Disciplinary Procedure

o Incapability: A: Poor performance No fault CCMA Or B: Ill health No fault CCMA Between No fault & CCMA: Incapability procedures / counselling occurs o Operational Requirements: Operational Requirements No fault CCMA / Labour Court

Retrenchment Procedure / Counselling o Automatically Unfair: Automatically unfair Unlawful Labour court

Reasons: Employee took part in protected strike or any industrial action Employee took action / indicated intention to take action vs. Employer by exercising right conferred by LRA (e.g. participation in union activities) Employee refused to do work of someone on protected strike, unless work necessary to prevent danger to life, personal safety / health

 Employees pregnancy / expected pregnancy Employee unfairly discriminated against by employer o Proof of fairness of dismissal is on employer. o Dismissal for Misconduct: When conducting a dismissal ask: Did the person contravene a rule regulating conduct in the business org & if yes, ask whether, The rule was valid / reasonable The employee was aware of the rule & consequences The rule has been consistently applied in the org The dismissal is justified and appropriate [LRA, 1995, Schedule 8, Item 8] o Dismissal for Incapacity: PMS huge assistance To be fair, ask: If the employee failed to meet the relevant performance requirements, and if so whether the employee Was aware of the performance standards expected of them was given an opportunity to develop to meet the Goal setting & performance standards expectancy Dismissal is an appropriate sanction o Dismissal for Incapacity: Ill health / Injury To be fair, ask Whether the employee is capable of performing the work and if not, The extent to which the employee is able to perform the work The extent to which the employees work circumstances might be adapted to accommodate disability The availability of any possible alternative work [LRA, 1995, Schedule 8, Item 11]

Group Dynamics chapter 9

Organisation = collection of groupings of people o Synergy: The whole is greater than the number of parts What defines a team? o Interdependence o Common goals o Different members need to play different roles Technical experience vs. concept of roles

Fundamentals of group functioning: Group dynamics, communication roles, norms, status, conflict, creativity, decision making Group outcomes, performance, productivity, member, satisfaction, friendship, group development

Types of group Reasons for group formation Group size Stages of group development

What to expect to observe through diff stages: o Communication o Decision making o Status o Group dynamics

Feedback

Exposure

Reasons for group formulation: o Organisation o Task project o Social o Interests Group sizes: o Dyad Smaller Groups o Triad Larger groups Communication: o Seek out information (ask questions): Who communicates most frequently? Why? What is the effect on the others? Who communicates least? Why? What is the effect of their lack of communication? Who communicates with whom? Who responds to whom? Who buggers whom? Who communicates what? Are members with the required information, sharing the info? If not, why not? Stages of group formation & development: o Forming avoidance of conflict o Storming - will look for structural clarity and rules to prevent the conflict persisting o Norming support & listen to each other o Performing high degree of comfort leads to the task being the priority o Adjourning task complete and moving on

Arena

Blind Spot

Known by others

Faade

Unknown

Unknown by others

Known by self-Unknown by self Roles: (Belbin, 1993) o Plant creative, ability to solve problems, possibly weak at communication o Resource investigator extrovert, talkative, possibly lose interest once initial enthusiasm has passed o Coordinator confident, generally good chairperson, promote decision making, possibly not most creative o Shaper outgoing, finds ways around obstacles o Monitor / evaluator strategic, possibly lack personal motivation as well as ability to motivate others o Team worker easy going, listens, develops, avoid conflict, possibly indecisive o Implementer disciplined, reliable, efficient, turns ideas into action, possibly resistant to change o Completer perfectionist, reluctant to delegate o Specialist provide knowledge or technical skills Norms: o Rules of behaviour: Regulate Standardise Agreed upon Widely shared Explained by members Depends on what the group wants to achieve Status: o Individual members rank / position. o Status inequalities create frustrations and can affect productivity negatively Conflict: o Competing (Win Lose): Satisfy my concerns at your expense o Avoiding (Lose Leave): Neither you nor I satisfy our concerns o Compromising: Both give up half of concerns to satisfy other o Accommodating (Yield Lose): I satisfy my concerns to satisfy other o Problem solving / collaborating (Win Win): Both parties satisfy concerns Group decision making: o Brainstorming o Nominal group technique o Delphi technique systematic, interactive forecasting method, consensus among panel of experts

o Ways of making decisions, by: Authority rule 1 person dominates & decides Lack of response decision made through lack of interest Minority rule small subgroup dominates Majority rule vote determines decision Unanimity all happy to go along with the particular decision Consensus not everyone wants to pursue a particular direction, but agrees to try it What is an effective group? o One that achieves high levels of: Task accomplishment Positive working relationships with group members Managers: o Task processes: Flow of info & knowledge necessary to achieve the groups task goals Social processes: o Social environment that determines how people work together Group effectiveness: o Task behaviours achieving the task: Initiating task Clarifying task Process of achieving task Resources Time management Maintenance behaviours building the team: o Are the right people in the team? o Is the size right? o Do methods & processes build team spirit? o Do they understand & accept team goals? o Behaviour required & emergent o Gate keeping encouraging full involvement & participation o Encouraging o Listening o Standard setting o Are ideas & info shared willingly & openly? o Grievance management

Organisational Change chapter 10, French 5, 6, Harrison 2, 3, Hackman 11, 44, Higgins, Kotter

Most change initiates failure: why? o Ensure the successful management of change ID need for change Initiate & manage change Humans generally resist change: o Denial (of facts diagnosis) o Aggression o Bargaining o Adjustment / Acceptance Systems perspective: o Orgs have to change: See org as open system adapt to changing environment o Influences for change: Internal forces: Technological Social Economic Political Global External forces: Keep tabs on what is happening external to the org o Elements of change: Structure: Principles of design 8 S misaligned Policies & procedures N & T: not congruent Authority Physical setting Technology: Machines Automation Processes: Work methods Job design People: Skills Knowledge Performance Attitudes Behaviour o N & T: Understand: Environment Strategy

 Tasks / people Structure Culture Question: Congruency? o Higgins: Helps ID need for change Use model to ask questions about different components o Change management requires managers to conceptualise, think deductively & inductively GAP Current reality
8 S: aligned N & T: congruent

Desired future

Change Management o Lewins model of planned change: Unfreeze Current state Change Transition Refreeze Desired future state

Id driving & restricting forces o Transformational change (initiated by top management) vs. Transactional change

Organisational Development (OD): o Planned change in an organisational context o Need framework / models / maps for thinking about planned change Leadership behaviour criteria: o Think strategically & establish direction o Lead change o Share knowledge & experience o Drives value creation o Challenge people to perform at high standards