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,© 2017 University of South AfricaAll rights reserved
Printed and published by the
University of South Africa
Muckleneuk, Pretoria
PUB3702/1/2018–2020
70466289
InDesign
PR_Tour_Style
,
CONTENTS
Page
FOREWORDvii
PREFACEix
Theme 1: Annexure A: Learning units1
Part I: Orientation and Theoretical Overview1
Learning unit 1: General introduction3
1.1 Introduction3
1.2 Definition of public sector human resource management 3
1.3 Different main activities/characteristics of human resource
management in the public sector 5
1.3.1 Management perspective 6
1.3.2 “Public” dimension 7
1.3.3 Resources8
1.3.4 Human resource management as a specific responsibility 10
1.3.5 Human resource management as an integrated process 14
1.3.6 Enhanced institutional performance and promotion of the public
interest Key functions and practices 35
1.3.7 Integrated relationship between the functions and practices,
management tasks, additional management skills and outcomes 36
1.4 Retrospective38
Learning unit 2: Milieu of the public human resource function39
2.1 Introduction39
2.2 Characteristics of the contemporary public human resource milieu 39
2.2.1 Changing variables at an international/global level 40
2.2.2 Restructuring and rationalisation 41
2.2.3 Equal representation and affirmative action 42
2.2.4 Quality service provision 43
2.3 Factors at a macro level that influence the milieu 45
2.3.1 Technological developments 45
2.3.2 Economic conditions 48
2.3.3 Political implications 49
2.4 Factors at a micro level that influence the milieu 51
2.4.1 Regulators 51
2.4.2 Resource providers 52
2.4.3 Clients 52
2.5 Retrospective 53
2.6 Commentary: Opening incident 53
2.7 Self-evaluation 54
...........
iii PU B3702 /1
, CO N T EN T S
Part II: Workforce planning and talent management63
Learning unit 3: Workforce planning and talent management 65
3.1 Introduction 65
3.2 What is workforce planning in a nutshell? 65
3.2.1 Workforce planning process 66
3.2.2 Reviewing institutional business plans, goals, objectives and strategy 67
3.2.3 Analysing present and future workforce needs to determine gaps or
surpluses68
3.2.4 Job analysis 70
3.2.5 Developing and implementing workforce strategies and a
workforce plan 71
3.2.6 Recruitment, selection and placement 73
3.2.7 Training and development 73
3.2.8 Compensation 74
3.2.9 Evaluating, monitoring and adjusting the plan 74
3.3 Retrospective 75
Learning unit 4: Talent management: recruiting potential employee for
the public sector76
4.1 Introduction76
4.2 Defining talent management 76
4.3 Objectives of recruitment 77
4.4 Recruitment policy 78
4.5 External and internal factors that influence recruitment 80
4.6 Sources of recruitment 83
4.6.1 Internal sources 84
4.6.2 External sources 84
4.7 Methods of recruitment 85
4.7.1 Advertisements 86
4.7.2 Special-event recruiting 86
4.7.3 Vacation work 87
4.8 Recruitment process 87
4.8.1 Define the role 87
4.8.2 Determine the exact need 90
4.8.3 Obtain approval to recruit in terms of the human resource budget 90
4.8.4 Compile or update job descriptions and job specifications 90
4.8.5 Determine the key result areas for the job 90
4.8.6 Consult the recruitment policy 90
4.8.7 Choose the source(s) 91
4.8.8 Decide on a method of recruitment 91
4.8.9 Implement the decision (apply the recruitment method) 91
4.8.10 Allow sufficient time for responses 91
4.8.11 Screen responses 91
4.8.12 Draw up an initial shortlist of candidates 91
4.8.13 Advise applicants of the outcome and proceed to selection 92
4.9 Retrospective92
Learning unit 5: TALENT MANAGEMENT: SELECTION, APPOINTMENT AND
ORIENTATION OF PUBLIC OFFICIALS93
5.1 Introduction93
...........
iv
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