Business Chapter 12

Question 1

What is the human resource function concerned with?

Answer 1

Its main role should be that of strategic partner, and human resource strategies should clearly demonstrate the organizational strategy regarding people, profit and overall effectiveness

Question 2

Human resource management as a strategic partner

Answer 2

1.Improve the skills base of employees and contribute to the profitability of the organization
2.Integration and teamwork are essential for organizational success
3.Every manager in the org should realize the importance of recruiting, selecting, training, developing, rewarding, assisting and motivating employees

Question 3

The contribution of human resources to organizational effectiveness includes the following

Answer 3

*Assisting everybody in the organisation to reach stated goals;
*Making efficient use of the skills and abilities of the human resource planning;
*Providing the organisation with well-trained and motivated employees;
*Assisting in the attainment of the employees’ job satisfaction and self-actualisation;
*Developing a quality of work life that makes employment in the organization desirable;

Question 4

Human resource planning

Answer 4

is the process of using an organization’s goals and strategy to forecast the organization’s human resource needs in terms of finding, developing and keeping qualified human resources

Question 5

List the 2 phases of human resource planning

Answer 5

Phase 1:Identify the work required by the organization
Phase 2:Human resource forecasting
Phase 3:The human resource plan

Question 6

Phase 1

Answer 6

To identify a position in an organization, a job analysis process is followed, which generates two outcomes: a job description and a job specification.

Question 7

Job analysis

Answer 7

is the process by which management systematically investigates the tasks, duties and responsibilities of a job within an organization
various ways in which this information can be collected:
Observation by a qualified job analyst. The job analyst observes the employee working and records all the relevant information.
Interviewing, where the job analyst interviews an employee and asks for a description of responsibilities and tasks.
Questionnaires may also be used.

Question 8

Job description

Answer 8

Whichever method of data collection is used for job analysis, the information is put in writing in a certain format so that other people who are not involved in the job analysis can gain thorough insight into the contents of the job.
Contents of a business:
Job title, purpose of the job, what the position holder will have to do, how the job must be done and under which conditions. It could be followed by a brief description of each main task, with more detail. A description of the kind of decisions that need to be made by the employee may follow, as well as the relevant lines of authority

Question 9

Job specification

Answer 9

The personal qualifications an employee must possess in order to perform the duties and responsibilities depicted in the job description are contained in the job specification. Typically, job specifications detail the knowledge, skills and abilities
relevant to a job, including the education, experience, specialized training, personal traits of the person doing the job may
also include the physical demands the job places on an employee.

Question 10

Phase 2

Answer 10

The purpose of human resource forecasting is to
balance human resource supply and human resource demand. Demand is affected by business objectives because these objectives determine the number of people needed to attain them. Supply is affected by the human resource programmes providing the human resources

Question 11

Economic growth

Answer 11

This involves forecasting the expected growth (or shrinkage) of
the business in view of probable economic developments. For example, will there be a recession or growth in the near or distant future?

Question 12

New developments in the business

Answer 12

These include planned physical extensions,
the establishment of new branches and technological changes (especially those that will affect staff, for computerized machinery might create a greater need for technically skilled employees)

Question 13

The labor market

Answer 13

Important questions in this regard include: Are there
sufficient opportunities in the labor market, or is there a high level of unemployment?

Question 14

Phase 3

Answer 14

The purpose of this plan is to provide concrete guidelines and steps that indicate how the business’s short-, medium- and long-term human resource requirements can be provided for
Such a human resource plan might, for example, make provision for an active recruiting campaign, emphasize the need for intensive training programmes or even make a strong recommendation to automate because of a possible shortage of human resources

Question 15

Recruiting

Answer 15

To ensure that a sufficient number of, and competent, applicants apply for the various jobs in the business as and when required
There are two basic sources: recruitment from
inside the organization and recruitment from outside the organization

Question 16

Recruitment from inside the organization

Answer 16

Means trying as far as possible to fill vacant positions with existing staff members, except for jobs on the lowest levels. In
practice, it means that people from outside are appointed only at the lowest level and that all more senior jobs in the hierarchy are filled by means of promotion of existing staff
Employment Equity Act (No. 55 of 1998) and the Labor Relations Act (No. 66 of 1995)

Question 17

Several methods can be used for internal recruitment

Answer 17

Talent inventories, career development systems, acting and secondment arrangements, job shadowing and
supervisory recommendations.

Question 18

Advantages of internal recruitment

Answer 18

*Career planning becomes possible, in that individual employees see a future for themselves in the business
*Assessment of applicants is easier because the business already has considerable information on the possible candidates’ abilities, work performance and potential.
*The cost of recruitment is low because advertising, travel and board-and-lodging expenses are largely eliminated

Question 19

Disadvantages of internal recruitment

Answer 19

*The business tends to stagnate because staff members often think like their predecessors. There are therefore no new ideas, and this impacts innovation and creativity negatively.
*Staff appointed at lower levels do not necessarily have the potential to fill senior management posts
*There can be a lot of personal competition among colleagues, to the detriment of co-operation between them

Question 20

Recruitment from outside the organization

Answer 20

Recruitment from outside means looking for suitable applicants outside the business when a post becomes vacant (external recruiting).

Question 21

Advantages of external recruitment

Answer 21

An active effort is made to obtain the right person for the job – that is, someone with the most suitable qualifications and experience.
The opportunity is created for bringing in new ideas, schools of thought and approaches, which considerably increase the possibility for innovation in the
business.

Question 22

Disadvantages of external recruitment

Answer 22

*Recruiting costs are considerably higher for items such as advertising and travelling expenses to enable applicants to come from elsewhere for the interview
*It is risky because the assessment of applicants can never be perfect. The possibility therefore exists that the successful applicant will not be successful in the job.
*The morale of existing personnel can be negatively influenced. Employees with high potential will not be prepared to stay indefinitely at the same level and might
consider resigning

Question 23

Combinations of internal and external recruitment approaches

Answer 23

*Some businesses first look inside. They only recruit outside if they cannot find a suitable candidate.
*Some businesses advertise all jobs above a certain level, but encourage existing personnel to apply. In this way, management tries to find the most suitable candidate, regardless of whether the person comes from inside or outside

Question 24

The recruiting procedure(from inside)

Answer 24

If a business recruits from inside, the HR manager must ensure that an efficient human
resource record system exists. It is called a known as a human resource information system (HRIS).This information from HRIS also includes the candidates’ readiness for the job, which may also be assessed through the
organization’s HRIS and talent data. When a job becomes vacant, the HR manager should be in a position to identify the most suitable candidates. Makes them aware of the developmental journey

Question 25

The recruiting procedure(from outside)

Answer 25

The HR manager must know exactly who to recruit, where to recruit from and how people should be recruited. Thorough analysis of labour market. A labour market can be defined as all the people who are able to work and want employment in an area or a country, in relation to the number of jobs that are available in that area or country

Question 26

Recruiting methods

Answer 26

Recruitment through advertisements Recruitment through private employment/recruitment agencies. Recruitment through existing employees Recruitment through personal approach Recruitment through radio, TV and the Internet (e-recruiting) Sundry recruiting strategies

Question 27

An indication of remuneration

Answer 27

An indication of the remuneration offered is also important, firstly to draw the right applicants and secondly to eliminate potential applicants who already earn more

Question 28

Advantages of e-recruitment

Answer 28

»E-recruitment involves a shorter recruiting cycle time, improving HR’s efficiency in the recruiting process. »It attracts passive job seekers. »It is not limited to local candidates, but provides wider –even global – coverage.

Question 29

Disadvantages of e-recruitment

Answer 29

»It attracts a huge volume of unqualified candidates. »It can result in outdated resumes. »E-recruitment tools may not be user-friendly.

Question 30

Selection

Answer 30

Selection is the process of determining which individuals are best suited to fill positions in the organisation, taking into account individual differences, the requirements of the job, and the organisation’s internal and external environments.

Question 31

List the 3 phases of selection

Answer 31

The selection process to be used for senior management posts can be divided into the following three phases: 1.Preliminary screening 2.Intensive assessment 3.Final selection

Question 32

Preliminary screening

Answer 32

The most efficient method for separating undesirable candidates from potential applicants is to compare the application with the job specification This interview provides the HR manager with the opportunity to form a general opinion of the applicant based on appearance, articulateness and self-confidence. It also gives the applicant the opportunity to obtain more information about the business and the specific job. the HR manager should learn answers to the following questions: *Does the applicant comply with the minimum requirements as given in the job specification? *Which type of jobs did the applicant hold in the past? *How quickly did he or she progress? This demonstrates agility to progress

Question 33

Intensive assessment

Answer 33

Intensive assessment basically involves two steps: psychological testing and diagnostic interviewing. Although medical selection usually forms part of the final selection process Psychological testing can provide valuable information about an applicant. Tests usually involve a measurement of the applicant’s personality, abilities and management skills A diagnostic interview is used to obtain information that was not highlighted in the tests or on the application form . A good interviewer looks for certain characteristics by asking specific questions about the applicant’s past performance

Question 34

Final Selection

Answer 34

At the stage of final selection, there is usually enough information available about the applicants to compile a shortlist of approximately three persons In the final comparison of applicants, it may be useful to interview all three (or two) again briefly. What is essential, however, is to record the strengths and weaknesses of each of the final applicants in writing before the final decision is made. These documents must be kept for record purposes should a problem arise in the future.

Question 35

On-boarding

Answer 35

The new employee must go through a process of on-boarding (also known as induction, orientation or socialisation). On-boarding is the process of introducing the employee to the organisation and to make him or her familiar with the details and requirements of the position

Question 36

An induction programme will achieve the following:

Answer 36

*Introduce new employees to their colleagues, and facilitate and expedite the socialisation process; *Explain the business’s policy, procedures and rules to new employees so that they are aware of the environment in which they will be working; *Inform new employees about the business’s history, products and services, as well as its reputation in the market *Inform employees about practical arrangements – for example, payment procedures, overtime payment, incentive systems, eating arrangements *Inform employees about the organisational structure of the business, and show them where they fit in and which communication channels are available to them

Question 37

Off-boarding

Answer 37

Off-boarding is the process in which an employee leaves the service of the organisation due to retirement, resignation or any other reason. This process is also a very important phase in the life of an employee and the organisation because it entails important processes such as exit interviews

Question 38

Human resource development methods

Answer 38

Training(typically involves providing employees with the knowledge and skills needed to do a particular task or job, although attitude change may also be attempted) and development(in contrast, have a longer-term focus on preparing for future work responsibilities, while at the same time increasing the capacities of employees to perform their current jobs) Technical and management training(The word ‘technical’ refers not only to tasks performed in a workshop, but any task that has to be performed physically, refer to all non-management tasks. By ‘management’, we mean tasks undertaken to achieve business goals such as planning, organizing, leading and controlling people, finances and physical resources )

Question 39

Human resource development

Answer 39

As a set of systematic and planned activities designed by an organisation to provide its members with the opportunities to learn necessary skills to meet current and future job demands

Question 40

When should HRD activities commence

Answer 40

When an employee joins an organization during the on-boarding process and continues throughout their career.

Question 41

What should HRD programmes respond to?

Answer 41

Must respond to job changes and must integrate the long-term plans and strategies of the organization to ensure the efficient and effective use of resources

Question 42

Development methods

Answer 42

On-the-job training and development Away-from-the-job training and development

Question 43

On-the-job training and development

Answer 43

Trainees learn by observing experienced employees and by working with the materials, personnel or machinery that constitute the job. Therefore, the transfer of training is high

Question 44

On-the-job training and development methods

Answer 44

Job rotation Job shadowing Job enrichment Apprenticeships Job instruction training Coaching Mentoring Internships

Question 45

Job rotation

Answer 45

Job rotation is when a staff member is moved to a new job as a means of enriching and stretching the staff member, provided the staff member knows the current job well. It is important to note that job rotation requires targeted development to ensure general competencies

Question 46

Job shadowing

Answer 46

It is an intervention that supports an employee who desires to become familiar with a job. This occurs by means of following and observing a trained, knowledgeable and experienced employee in the field.

Question 47

Job shadowing advantages

Answer 47

It allows the individual to gain comprehensive and practical knowledge about what an employee who holds a particular job does in that job every day. *It is effective for employees who may want to test their interest and capabilities in a career by finding out what happens in a particular job every day. *The seeing, as opposed to the telling, element of the intervention is regarded as a key element of learning the job. This allows an employee to experience the realities and nuances of what the job means and what is required to perform it

Question 48

Enlarged and enriched job responsibilities

Answer 48

By increasing the employee’s duties,responsibilities and autonomy, the organisation will allow the employee to learn more about the job, department and organisation. In this way, the organisation will build capability, increase employees’ confidence and engage and retain talented employees.

Question 49

Job instruction training

Answer 49

Job instruction training (JIT) is a series of steps that supervisors follow when training their employees The simple steps in JIT are preparation, presentation, performance try-out and follow-up

Question 50

Coaching

Answer 50

Most coaches also encourage their employees to discuss difficult situations as they arise and work together through alternative scenarios for dealing with them

Question 51

Mentoring

Answer 51

Mentoring is a developmental partnership through which one person shares knowledge, skills, information and perspective to foster the personal and professional growth of someone else. Everyone needs insight that is outside of his or her normal life and educational experience. it creates an excellent opportunity for collaboration, goal achievement and problem-solving.

Question 52

Apprenticeships (learner ship) and internships

Answer 52

Apprenticeships and internships are formal development, because the employee receives a formal qualification after completion. An internship provides a realistic preview of the job and the organisational conditions in which an employee is likely to work

Question 53

Away-from-the-job training and development

Answer 53

This method of training and development includes any form of training performed away from the employee’s immediate work area.

Question 54

Away-from-the-job training and development methods

Answer 54

Lectures Conferences or discussions Seminars Vestibules/simulations E-learning Case studies Role playing In-basket exercises

Question 55

Lectures

Answer 55

an education, training and development (ETD) practitioner can provide information to a large group of people in a timely manner. This method, however, has two disadvantages, namely that behavioural skills are not learnt because there is little to no interaction between the learners; and the learners are often bored and may not listen efficiently, because communication is only one way

Question 56

Conferences or discussions

Answer 56

Discussing problems and critical issues in a conference or discussion format permits a dialogue between the trainer and the trainee, as well as among the trainees. Two-way communication takes place that provides trainees with immediate feedback on their questions and ideas and increases their motivation

Question 57

Seminars

Answer 57

This type of course is especially valuable to smaller companies that want to expose only a few staff members to this type of training and can therefore not present the course within the organization. The disadvantage here is that training material becomes generalized because it must apply to a number of widely divergent companies.

Question 58

Vestibules/simulations

Answer 58

A vestibule or simulation is created to resemble the employee’s actual work area and is performed with the aid of an instructor who demonstrates on the same kind of machine and uses processes the trainee will use on the job

Question 59

E-learning

Answer 59

E-learning refers to web-based learning, virtual classrooms, computerised learning modules, interactive TV, satellite broadcasts, and other such technology

Question 60

Case studies

Answer 60

A case study is a written description of an organisational problem and requires participants to identify and analyse specific problems, develop alternative courses of action and recommend the best alternative The purpose of a case study is to enhance problem-solving skills.

Question 61

Role playing

Answer 61

During role playing, the participants play the roles of those involved in an organisational problem The goals of role-playing are to analyse interpersonal problems and develop human relations skills.

Question 62

In-basket exercises

Answer 62

In-basket exercises are designed to develop the analytical and problem-solving skills of lower-level managers. This technique includes a series of hypothetical problems that a supervisor may find in a typical in-basket. The in-basket forces the trainee to make immediate decisions and to set priorities

Question 63

The danger of the 'shotgun' approach to development

Answer 63

Various organisations use a ‘shotgun’ approach to development (this means an indiscriminate approach to development). The reasoning is as follows: if a training programme is good for one employee, then it must be good for everyone. So, it is implemented throughout the organisation. From this approach, it is evident that organisations do not take time to conduct a training needs analysis

Question 64

The successful HR manager attempts to obtain as much value as possible from development programmes

Answer 64

1)They make a thorough analysis of the development needs that exist within the company and then chooses training programmes on the basis of how specific programmes comply with these needs. 2)he or she ensures that training money is spent only on members of staff who show a potential for further development. 3)the HR manager makes plans with the immediate superior of the employee concerned to utilise his or her new skills or insight in the work situation. 4)the HR manager undertakes follow-up studies to determine whether the training programmes have had the desired results

Question 65

Performance appraisal

Answer 65

The purpose of a performance appraisal is to determine in which aspects the employee has: *performed exceptionally well (that is, surpassed the requirements for the job); *complied with the requirements for the job; or *not complied with the requirements for the job.Performance appraisal is also called employee rating, employee evaluation, performance review, performance evaluation and results appraisal

Question 66

The results of a performance appraisal can be used for four basic purposes:

Answer 66

1.To provide a basis for financial rewards 2.To determine whether the employee should be promoted to a higher level of work 3.To provide the employee with feedback on how well he or she is doing 4.To determine areas for training and development

Question 67

In order to be effective, the appraiser should focus on the following:

Answer 67

*Give specific examples of desirable and undesirable behaviours, without mentioning real-life situations. *Focus feedback on behaviour and not the person. *Give feedback that will allow the employee to be successful. *Direct feedback towards behaviour that the employee can control. *Feedback should be timely, concise and specific. *Limit feedback to the amount the employee can process. *Use active communication skills

Question 68

Compensation of employee

Answer 68

Compensation refers to both intrinsic and extrinsic rewards.It is one of the most important factors that motivate an individual to seek employment with a specific company

Question 69

Important points to note when drawing

Answer 69

1) A decision must be made about how the company's compensation in general should compare with hat of the labour market 2)A policy must be determined on a cost-of-living adjustment 3)The compensation policy must determine which form rewards will take. Most companies reward by means of salary increases. Other companies, however, only give salary increases in accordance with the rise in the cost of living, and then give cash bonuses to reward good work performance.

Question 70

Direct compensation

Answer 70

Is the basic salary or wage an employee recieves.Thus, there is no direct relationship between the compensation employees receive and the amount of work that they perform there is no distinction between productive and unproductive workers. To overcome this problem, some companies use a piece-wage system. Here, the employee is compensated for the amount of work he or she performs, regardless of the time taken to perform the work

Question 71

Indirect compensation

Answer 71

The benefits an employee receives from his or her membership of an organisation are called fringe benefits. These benefits increase in size and scope as the employee moves to higher levels in the organisation. Fringe benefits generally provided are: *leave benefits, for holidays *insurance benefits, medical costs *housing benefits, in the form of free housing *car benefits, which can vary from a free car with all expenses paid to financial assistance with buying a car.

Question 72

Rewards

Answer 72

Salary increase A distinction must be made here between the cost-of-living adjustment (given to all employees to adjust to the inflation rate) and merit increases given in recognition of the individual’s achievement. *Some companies give financial bonuses reward outstanding employees with a paid holiday or an overseas trip with all expenses paid

Question 73

To determine compensation amount

Answer 73

Make an external comparison(salary survey, What is the nature and scope of their fringe benefits) Make an internal comparison (This means that the value of jobs must be compared with each other in terms of the demands they make on the employee)

Question 74

Human resource management attributes(successful organizations)

Answer 74

*Primary benefits – monetary benefits like pay *Secondary benefits and working conditions – non-monetary benefits like leave allowance *Training and development – how the employer helps you to grow in your role; *Career development – includes long-term career path development *Company culture and diversity – the combined efforts of the employer to establish a strong company culture

Question 75

This internal comparison is known as job evaluation

Answer 75

One method is to rank all jobs in the company in terms of their ‘value’. This ranking system is usually used in small-to medium-sized companies, and the assessment is made by a panel of senior managers. A second general method of job evaluation is the factor-comparison method. According to this method, jobs are compared according to the demands they make on the employee in terms of factors such as knowledge, communication skills, level of responsibility and, especially, decision-making skills

Question 76

What twofold purposes does job description have?

Answer 76

1.They form the basis for a job specification, with a view to recruitment, selection and training. 2.They provide a basis for job comparison, with a view to job evaluation.

Question 77

Part of the responsibility of the human resource department and line managers is to turn the potential of employees into performance. This involves

Answer 77

*shifting trends in talent behaviour and aligning strategy with people; *the changing psychological contract and building a successful employment relationship; *engagement strategies; and *recognition strategies at individual level

Question 78

What is employee performance in organizations determined by?

Answer 78

a desire to do the job (motivation), the capability to do the job (ability) and the resources to do the job (work environment)

Question 79

Motivation

Answer 79

Motivation refers to those forces within a person that affect his or her direction, intensity and persistence of behaviour that is within the control of the person. A motivated employee is willing to exert a particular level of effort (intensity) for a certain amount of time (persistence) towards a particular goal (direction)

Question 80

Content approaches

Answer 80

*Content approaches try to determine those things that actually motivate people to do their jobs, or the ‘what’ of motivation.also known as need theories these theories try to identify employees’ needs and the goals they want to attain in order to satisfy these needs

Question 81

Process theories

Answer 81

in contrast, try to explain the actual process, or the ‘how’ of motivation.These approaches are therefore concerned with trying to establish how employee behaviour is energised, directed, maintained and stopped

Question 82

What do content approaches include?

Answer 82

The content approaches include Abraham Maslow’s hierarchy of needs, Clayton Alderfer’s ERG theory, Frederick Herzberg’s two-factor theory and David McClelland’s learnt-needs theory. While the first three theories are based on primary instinctive needs, McClelland maintains that needs are learnt and reinforced

Question 83

Maslows hierarchy of needs

Answer 83

where the lowest-level needs are physiological needs and the highest-level needs are self-actualisation needs Psychological needs,safety and security needs, Affiliation needs, esteem needs and self-actualization

Question 84

ALDERFER’S ERG THEORY

Answer 84

*Existence needs. These needs relate to a person’s basic, material, existence needs. These needs correspond to Maslow’s physiological and safety needs. *Relatedness needs. These needs concern a person’s desire for interpersonal relationships and interaction *Growth needs. These relate to the desire of an individual to make a creative or productive contribution

Question 85

HERZBERG’S TWO-FACTOR THEORY AND JOB ENRICHMENT

Answer 85

*The maintenance (hygiene) factors The maintenance factors are those aspects that people consider essential to do any job, for example, organisational policy and administration, equipment, supervision *Motivational factors, also called growth factors, are focused on the content of the job. They include aspects such as achievement ,recognition for what has been achieved, the job itself , progress and growth, responsibility and feedback.

Question 86

McClellands theory of needs

Answer 86

*Need for achievement (nAch). This is a need to excel, to be successful or to exceed a set standard. *Need for power (nPow). This is a need to be influential, to control others or to make others behave in a way they would not otherwise behave. *Need for affiliation (nAff). This is the need for warm and close interpersonal relationships, and to be liked and accepted by others

Question 87

What do process approach include

Answer 87

Expectancy theory Equity theory and organizational justice Goal-setting theory and feedback

Question 88

Expectancy theory

Answer 88

According to Victor Vroom’s expectancy theory, motivation depends on two aspects: how much we want something and how likely we think we are to get it. There are four assumptions upon which the expectancy theory rests: 1.Behaviour is a combination of forces controlled by the individual and the environment. 2.People make decisions about their own behaviour in organisations. 3.Different people have different needs, goals and desires. 4.People will act in a certain way, and the tendency to act in a certain way depends on the strength of the expectation that the action will be followed by a given outcome and the degree to which the person desires the outcome.

Question 89

Three concepts in expectancy theory

Answer 89

Expectancy refers to a person’s belief that a certain level of effort will lead to a particular level of performance (effort → performance expectancy). Instrumentality refers to the strength of a person’s belief that a certain performance will lead to a specific outcome (performance → outcome expectancy) Valence (desirability) refers to the attractiveness or anticipated satisfaction or dissatisfaction that the individual feels towards the outcome. It is determined by the person’s perceptions about how much the outcome will fulfil or interfere with his or her needs

Question 90

Some of the most important implications of the expectancy theory for management are as follows:

Answer 90

*Managers are advised to enhance effort → performance expectancies by assisting employees to accomplish their personal goals. They can do this by providing support, coaching, training and development, and also by increasing employees’ self-efficacy *Attempts should also be made to link personal goals to organisational goals.

Question 91

How to restore equity after equity tension has been experienced

Answer 91

*The employee may change inputs. *The employee may change outputs. *The employee may change his or her attitude. *The employee may change the person with whom he or she compares himself or herself. *The employee may leave the job.

Question 92

Organisational justice

Answer 92

Distributive Procedural Interactional

Question 93

How does management give effective feedback?

Answer 93

*Give feedback immediately. *Evaluations should be descriptive. *The focus should be on behaviour and not on personality. *Feedback should be specific and not general (components of performance and not performance as a whole). *Feedback should be directed at behaviour that can be changed. *Development activities should be agreed upon.

Question 94

Self-efficacy

Answer 94

It refers to the belief in one’s capacity to perform a specific task to reach a specific goal

Question 95

How can self-efficacy be applied

Answer 95

Provide guidance and support to the employee, increasing the likelihood that he or she will experience success when performing a challenging task. *Provide successful role models (mentors) who have already mastered a similar task. *Be a targeted ‘cheerleader’ emphasising the employee’s knowledge and ability. *Reduce stress in the environment that is unrelated to the challenging task.

Question 96

Employee motivational strategies

Answer 96

Job design Employee involvement programmes such as participative management and quality circles Management by objective strategies Intrapreneurial incentives Training and education Employee-recognition programmes Empowerment programmes Reward systems Career management Employee engagement

Question 97

The Constitution

Answer 97

It provides for the legislature (parliament), the judiciary (the courts of law) and the executive (national, provincial and local government) arm of state The Bill of Rights protects a number of important fundamental rights. Section 23 of the Constitution of 1996 relates specifically to labour rights

Question 98

Labour relations act

Answer 98

This Act regulates the organizational rights of trade unions and promotes and facilitates collective bargaining at the workplace and at sectoral level

Question 99

Labour relations act contents

Answer 99

Freedom of association Organisational rights Bargaining and statutory councils Strikes and lockouts Collective agreements Unfair dismissals Workplace forums Agency shop agreements and closed shop agreements THE COMMISSION FOR CONCILIATION, MEDIATION AND ARBITRATION (THE CCMA) THE LABOUR COURT AND THE LABOUR APPEAL COURT

Question 100

A grievance

Answer 100

a grievance is an employee’s response to a real, perceived or alleged breach of the terms of the employment contract. Possible examples include one-sided changes to the employee’s conditions of employment, or an employee being insulted by a supervisor

Question 101

Grievance handling procedure advantages

Answer 101

*It is a safety valve that will release the tension and dissipate the latent aggression inherent in all businesses. *It allows the raising and settlement of a grievance by a worker without fear of retribution or victimisation. *It makes for an open and honest relationship between manager and worker. *It allows managers to identify and remove legitimate causes of dissatisfaction or conflict.

Question 102

Disciplinary procedure

Answer 102

Discipline can be described as any action or behaviour on the part of authority (the employer) in a social system that is aimed at stopping member behaviour that threatens to disrupt the functioning of the system.

Question 103

The principles underlying the disciplinary procedure are:

Answer 103

*the employer’s right to take disciplinary action against an employee who breaches a rule or standard governing conduct in the workplace (see the box that follows); and *the employee’s right to a fair procedure

Question 104

Basic conditions of employment act(no.75 of 1997)

Answer 104

Introduction and application Working time Leave Remuneration,deductions and notice of termination Administrative obligations Prohibition of the employment of children and forced labour Variation of basic conditions of employment Employment condition commission and inspectors

Question 105

The employment equity act(No.55 of 1998)overall purpose of the Act is to achieve equity in the workplace, chiefly through the following two main elements:

Answer 105

1.The prohibition of unfair discrimination, which applies to all employers 2.Affirmative-action measures, which apply only to ‘designated’ employers.

Question 106

The most important provision of equity act are as follows

Answer 106

Employers are required to take steps to end unfair discrimination in their employment policies and practices. *Discrimination against employees or job *Medical and psychometric testing of employees is prohibited unless properly justified. *Employers must prepare and implement employment equity plans after conducting a human resource planning analysis and consulting with unions and employees. *Employers must take measures to reduce disproportionate income differentials progressively

Question 107

Objectives of Skill development act(no.97 of 1988)

Answer 107

*to develop the skills of South African human resource planning; *to increase the levels of investment in education and training in the labour market and to improve the return on investment; *to employ persons who find it difficult to be employed; *to encourage workers to participate in learning and other training programmes *to ensure the quality of education and training in and for the workplace;

Question 108

Following institutions established by SDA

Answer 108

*The National Skills Authority *The National Skills Fund and the skills-development levy grant scheme as stipulated in the Skills Development Levies Act (No. 9 of 1999) *The SETAs *Labour centres *The Quality Council for Trades and Occupations (QCTO) *Department of Labour provincial offices *The National Artisan Moderating Body.

Question 109

Purpose of the skills development

Answer 109

The purpose of the Skills Development Levies Act is to provide for the imposition of a skills-development levy

Question 110

Most important aspects are

Answer 110

Levy to be paid Payment of levy to commissioner and refund Exemptions from the act

Question 111

The national qualifications framework act(no.67 of 2008)

Answer 111

*the verification of all qualifications or part–qualifications by the SAQA; *the formulation of criteria for evaluating foreign qualifications; *separate register for professional designations; *the referral of qualifications or part-qualifications to SAQA for verification and evaluation; and *offences and penalties which have a bearing on fraudulent qualifications

Question 112

The occupational health and safety act(no.85 of 1)

Answer 112

According to this Act, employers have the following general duties to their employees: *To provide and maintain a working environment that is safe and without risk to the health of employees. *To take whichever steps are necessary to eliminate any hazard or potential hazard to the safety or health of employees. *To provide any information, instructions, training and supervision as may be necessary to ensure the health and safety of all employees. *To take all necessary steps to ensure that the requirements of this Act are complied with. *To take any measures that may be necessary in the interests of health and safety.

Question 113

The compensation for occupational injuries and diseases act(No.130 of 1993)

Answer 113

Employers must register and furnish the Commissioner with details about their businesses. They must keep records of all employees, wages paid, and time worked for a period of four years. The record must be sent to the Commissioner each year.

Question 114

The unemployment insurance act(No.63 of 2001)

Answer 114

Contributors who lose their jobs are entitled(as are their dependents) to these benefits: Unemployment benefits Illness benefits Maternity/adoption benefits Dependents benefits

Question 115

Employment services act(No.4 of 2014)

Answer 115

Provides for public employment services that will play an active role in employment promotion in order to tackle high levels of unemployment

Question 116

The protection of personal information act(no.4 of 2013)53(POPIA)

Answer 116

The act aims to promote the protection of personal information by private and public bodies and to provide for minimum conditions that should be followed in the lawful processing of information