The relationship that exists between HR management and the organization's strategic management team will determine whether or not these goals are achievable. This happened only when human resource management was at a fully integrated level with the strategic management process. This was done to identify and determine the role that human resource management played in this organization.
Regional Organogram of SANRAL 224
Introduction
Many governments deliberately choose to privatize their key departments, as it can turn out to be more cost-effective not only for the government, but also in the long run. Now, with a leaner and more professional structure, these companies embrace the management styles of private companies to meet targets on behalf of the government. These challenges range from the ability to change public and private perceptions of the "Department-turned Company", managing and instilling a new culture and work ethic among staff, to the ability to achieve government objectives and goals through this company. newly formed. more cost effective and efficient than before.
Background of the Research
- The South African National Roads Agency Limited. 12
An important resource to achieve this, which is often called upon, is the HR component of the organization. The relationship between human resource management and the organization's strategy should be evaluated to ensure there is a strategic fit. The initial purpose of this study was to evaluate the effect of the additional responsibilities on the organization's human resources.
Value of the Project
Problem Statement
Objectives of the Study
Understanding the perceptions of others on various issues in order to gain a clearer and bigger picture is one of the main objectives of qualitative research. This combined research approach increases the reliability and validity of the research. Case studies are one of the strategies used in qualitative research and surveys are one of the strategies used in quantitative research.
Limitations of the Research
Definitions
Black refers to all citizens, except whites, of South Africa after the 1994 democratic elections and who were previously disadvantaged by the apartheid laws. New Government - refers to the Government of South Africa after the first democratic elections in 1994. Old Government - refers to the apartheid government of South Africa before the first democratic elections in 1994.
Outline of the Research Report
Refers to the systems, the policies, practices and processes that take place in the management of the employees. Refers to the department of the organization that is responsible for the performance of all the duties and functions related to the management of the employee. White refers to all the citizens, excluding Blacks, of South Africa, after the 1994 Democratic elections and who were previously benefited by the apartheid laws.
Summary of the Chapter
- Strategic Formulation
- Strategic Implementation
- Developing a strategic Vision and Mission
- Summary of the Chapter
- Sampling Technique
- Sample Frame
- Sample Size
The focus of the research is on the relationship between the strategic management of the company and the Human Resources management of the organization. The strategic team informs HR management about the different strategies the organization is considering. This model also takes into account the achieved strategic status of HR management in the organization (two-way coupling and fully integrative coupling).
34; Strategic management of human resources should match, fit and follow from the driving force of the organization. The HR Executive must be seen as an integral member of the strategic management team.
Data Collection Methods
- Measuring Instruments
- Questionnaires
- Interviews
- Post Apartheid Period
According to Cooper et al (2003), research evidence shows that the number of questions affects the response rate. Ghauri et al (1994), Cooper et al (2003) define reliability as the consistency or repeatability of measurements of certain phenomena. Threats to the reliability of a study may be biased if the above issues are considered.
As mentioned above, data analysis would be used in conjunction with case study findings. There was also some data. is used to achieve recommendations for the problem and is in Chapter Six. We presented to the reader the design of the questionnaire and the interview and their limitations.
Chapter five will provide the results, analysis and interpretation of the case study, interview and questionnaire. One of the main influences has been the traditional role of HR Management in the workplace. Department or Division managers were important in deciding who did or did not receive a bonus.
The location of the head office and various regional offices is shown in Table 4.1.
Summary of the Chapter
This chapter focuses on the interpretation of the collected data from the various quantitative methods, together with the case review, to answer the research question. The selected models will then be used to explain the results of the research conducted. The findings will reveal that the SANRAL organization has neglected an important strategic element of the organization, its human resources.
The important role of the HR Executive in contributing to the strategic planning session is highlighted; and the nature of the relationship between the CEO and senior management and how it determines this contribution is also highlighted. The results show that this relationship is also influenced by the CEO's and senior management's acceptance of the importance of this contribution. Finally, these findings would indicate that the level of strategic integration of human resource management with strategic planning within the SANRAL organization is at a level that is not conducive to the successful achievement of its goals and objectives.
The first will be to use the information from the case study, questionnaire and other data collection methods to determine the position of SANRAL's HR department in Brewster and Larsen's model. The first few months saw a flurry of activity within SANRAL as physical movement of people and offices took place. The drive was further to get the organization in place as quickly as possible. During this period, the HR department was involved in typical HR functions to ensure that SANRAL could legally function as an organisation.
SANRAL initiated the process by ensuring that the establishment of SANRAL was not questioned in terms of its existence, effectiveness and any comparison with the national department from which it was "born".
Analysis of Qualitative Data
- The Senior Management Team
- Culture Changes: Influences and Impacts
The appointment of an HR manager was to take place a few months after the creation of SANRAL. Ms Makoba is primarily responsible for the management of the study courses and programs undertaken by SANRAL staff. Marius Vermuelen is solely responsible for handling the needs of the employees in SANRAL.
This may take the position of HR intern actively participating within the strategic planning team alongside the HR Executive. Given the fact that he alone is responsible for many of the HR functions in the organization, SANRAL may experience major difficulties if Mr. SANRAL's human resource management is based on the philosophy of providing administrative support to employees.
The CEO also believed that an employee handbook was not necessary for the organization. Due to the very flat structure of SANRAL, the HR Executive/Corporate Executive ended up in one of the seats of the Senior Management team. In many cases, the participation of the HR Executive or HR Practitioner in this regard is non-existent.
Integration of disciplines within the organization is required to ensure that the goals and objectives of SANRAL are met.
The Brewster and Larsen's Model of SANRAL
As mentioned in 5.2 above, the purpose of the information requested will assist in determining the positioning of the HR Division in the SANRAL organization. The Divisional Human Resources Executive aims to ensure that their staff have the ability and capability to promote this type of management. One of the main functions of the HR Executive would be to ensure that the HR Division is elevated to a strategic creative role within the organization.
For the HR executive, her post here is described as powerful, and that was true of the last HR executive. The involvement of the HR management in the strategic management team is indeed the first step to ensure a strategic outlook for the HR department. It is now possible to plot SANRAL's position of the HR department in the Model of Brewster and Larsen.
The HR Executive and Senior Personnel Specialists act as a catalyst, facilitator and coordinator at the policy level of the organization. In this situation, the HR Executive participated in the entire strategic process and as a member of the strategic team. The review of SANRAL considers human resources as an integral part of the organization.
Another factor was the role of the HR management and team in SANRAL's human resource management.
Recommendations and Conclusion
Introduction
- Changing the attitudes and perceptions
The position of the HR department can also be related to the relationship or connection that exists with strategic management (planning). The SANRAL HR Executive must strive to change the perception of the HR department as seen by the employees of the organization. This belief is based on the role played by HR, which is the business unit of the organization.
The above first three points are guiding and conceptual principles that the HR executive must follow when preparing for the repositioning of the HR division. In short, the HR Executive must have good knowledge of the business, because the decisions made must be able to support the organizations. Integration competency refers to the HR Executive's ability to "integrate the other three competencies to increase the value of the company."
It must be able to execute the strategic requirements of the human resource management processes. In Chapter 2, page 48, Tyson (1997) was cited and it provided guidelines that the SANRAL HR management could use in assessing the needs of the HR department. The HR staff must be trained and developed to carry out the strategic requirements of the division.
The HR executive must take into account the organization's plans and goals, as stated in the Horizon 2010 document, as well as the organization's long-term strategies.
