STRATEGIC HUMAN RESOURCE MANAGEMENT ASSIGNMENT

NAME

: SIBONGILE MADONSELA

STUDENT NO

: 145745

COURSE NAME

: MBA

COURSE NO

: 4782D-MBA

INSTITUTION

: REGENESYS

Table of contents

Contents
INTRODUCTION2 QUESTION 1 COMPREHENSIVE STRATEGIC HUMAN RESUORCE STRATEGY.3-6 QUESTION 2 CRITICAL ANALYSIS OF ORGANIZATION7 a. b. c. d. Core business, vision, mission, size, etc..7 Human Resource dimensions...8-11 Critical processes that fall under each of these dimensions.8-11 Critically examine at least 3 problems that your organization is experiencing with any one of these dimensions...8-11 e. Develop recommendations that will address the root causes of these problems...8-11 QUESTION 3 LABOUR LAWS AFRICA12-13 QUESTION 4 HOW EMOTIONAL AND SPIRITUAL INTELLIGENCE CONTRIBUTE TO TEAM EFFECTIVENESS..14 QUESTION 5 CRITICAL ASSESSMENT OF MY ORGANIZATION IN TERMS OF FOUR OBJECTIVES FOR COMPENSATION OF EMPLOYEE.15-16 CONCLUSION.16 REFERENCES. 17-18

INTRODUCTION According to McGrawhill, 2008, Subhir Chowdhury said that the successful 21st century organization will not take the loyalty of talented people for granted and it will constantly try to recruit and keep them. The mutual commitment of an employer and an employee will be one of the most important factors for the 21st century organization. Strategic Human Resource Management takes care of all the issues that keep the employer taking intelligent decisions about the organization and employee implementing those decisions. Boyd, in making a point that Strategic Human Resource is properly implemented, the most basic step is to determine if the organization has the ability to execute its strategies, bearing in mind that that organization needs right number of people at the right time, at the right place and with right skills. In Question 1, the model that fits best to these objectives will be designed. The justification of this particular model will be mentioned. Emphases will be on the participation and understanding of the model by both the managers and employees at large. In Question 2, the description of the organization that the author is based in, its mission, vision and its Human Resource Strategy, Systems, Culture and Structure. Question 3 is about on overseas investor who feels South Africa Laws are too hostile for employers. Question 4 talks about team effectiveness influenced by emotional and spiritual intelligence in management. Question 5, is based on compensation of employees as it plays a crucial role in productivity of the organization.

QUESTION 1

MY ORGANISATIONAL COMPREHENSIVE STRATEGIC HUMAN RESOURCE MODEL WHY MY MODEL MOST COMPREHENSIVE THAN OTHER MODELS BUSINESS STRATEGY HUMAN RESOURCE STRATEGY

HR STAFFING Recruitment, selection and appointments

HR INFORMATION SYSTEMS Data archiving & Retrieval

HR COMPENSATION Salaries and wages, incentives, bonuses, compensation TOP MANAGEMENT & HR MANAGER CEO, Medical Manager, Nursing Manager, Allied Health Manager, Cooperate Service Manager & Finance Manager

HR DEPARTMENT

FORMULATION OF POLICIES

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HR DEVELOPMENT Training and career development

JOB DESIGN & JOB ANALYSIS, BUDGETING Job description, job requirements, availability of financial resources for those jobs

HR RELATIONS LABOUR Grievances, disciplinary measures, resolving

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EVALUATION By Top Management, external stakeholders and employees

The model is not complex; it is so easy to follow. Even if it can be pinned on the Hospital notice board, any one can be able to follow it and it covers all Human Resource functions and trends. FUNCTIONS OF TOP MANAGEMENT To develop policies and ensure implementations of all those policies. Strict majors are in place to make sure that Laws regulating employment is followed accordingly to ensure implementation of those Laws and Policies. TYPES OF MODELS IN THIS MODEL Control Based Model is used. Although this model is Bureaucratic and Bureaucracy is not the way to go according to Nel et al (2000:419), because it ignores human needs and values, and does not adapt to changes quickly or well to changing social conditions and technology innovations. Using this model partially helps in strict majors for the managers to make sure that rules and regulations are adhered to. There is also a partial Flat organization model, where people who work best independently are accommodated and authority is widely distributed. (Nel et al 2000:419) In this model there is also Resource base model which keep in check things like internal strengths and neutralize weaknesses. As Shubir said, managers can not ignore internal talents and they need to keep that uniqueness of the organization (retention of talented staff). The model allows Managers to know their subordinates strengths and their weaknesses and interact with them constantly. HUMAN RESOURCE MANAGERS ROLE The Top Management use to ignore Human Resource Management according to McGrawhill, 2008, but in this model every decision involves the Human Resource Manager. All the functions in this model need proper budgeting and money spending. For example, over staffing could cost the company and result in staff being redundant, where as short staffing affects productivity, according to McGrawhill, 2008, all those flaws can be avoided by closely involving HR Manager in the organizations Strategic Human Resource Planning. This model emphasis the importance of involving the HR Manager in the Top Management structure.

DELEGATION OF DUTIES

Delegation of duties does not mean the manager has fewer responsibilities but it simple means assignment of duties, granting authorities and creates sense of responsibility. (McGrawhill, 2008) The model has broken down Human Resource department. Each Human Resource office has a specific role but with deferent skills. HR Compensation and HR Recruitment must know the legalities of HR issues and Laws and Act Regulation Human Resource and PFMA, HR Skill Development will be preferable from Medical Professional turned HR officer. HR Labour Relation officer will need to possess a Labour Practices qualification. HR Information System officer to possess Information Technology certificate and basic Employment Conditions. HR Performance officer can have a straight HR qualification since the performance is assessed by managers and the officer is just punching the scores in the system. The Evaluators to be have Quality Management background. HR STAFFING: This department will deal with recruitment of staff. It will make it a point that the Open Days or Career Exhibitions are in place where not only professionals are recruited but also future professionals who are still at school and would like to follow the industry. In this regard they will work hand in hand with HR Development. HR DEVELOPMENT: new staff will be inducted through this department and this department needs to make sure that every new employee is familiar with Strategic Human Resource Management as well as vision and mission of the organization. Staff training and career development will be ensured by this department. The employees as well as managers need to grow and go higher with positions. HR COMPENSATION: this department will make it a point that employees are paid accordingly and on time their salaries, bonuses, incentives, overtimes, etc. HR INFORMATION SYSTEM: filling of personal files and personal confidential data will be dealt with in this department. HR PERFORMANCE MANAGEMENT: this department ensures that every body has been assessed his/her performance. HR EVALUATION: they evaluate the strategic human resource management plan if it is successful and come up with gaps that need to be filled in that strategy. HR LABOUR RELATIONS: deals with grievances, disciplinary measures for ill disciplined individuals, work hand in hand with unions. HR HEALTH AND SAFETY: this department consist of Health and Safety officer preferable an Occupational Health and Safety Nurse. Deals with the 6

health and safety of the employees. Even employees with social issue or problems will be arranged for counseling in this department. Sick leaves will be also addressed in these departments. TRENDS CONSIDERED IN THIS MODEL LABOUR RELATIONS ISSUES These days one cannot ignore the employees right of joining Labour Unions to represent them mostly with labour relation issues like unfair labour practices. That is why Labour Relation officer is allocated in this model. EMPLOYMENT EQUITY Recently there are Laws like Employment Equity Act and Affirmative Action that one can not ignore. When Top Management is dealing with HR planning they bear in mind these Acts. ECONOMY With economical crisis in our country, financial resources are a challenge. Short staffing due to employees dying, transferring to other institutions, retiring and resignation causes to be difficult to replace those vacancies. The use of learnership staff alleviates this problem and less money spend because the salaries are less or sometimes no pay cheque at all in some cases. The HR Development department organizes those learnership programmes TECHNOLOGY This nowadays, technology is so advance. When somebody has been employed, that individual needs to have access in technology. Uses of computers and computers need space for desks and sometimes need even network points to be connected to internet. PROFESSIONAL WORKERS These days skilled employees are required for skilled occupations where as before in some occupations people were trained in the job. When the planning is done by the Top Management, job designs and specification are carefully done.

QUESTION 2 a. CRITICAL ANALYSIS OF MY ORGANISATION IN TERMS OF HUMAN RESOURCE STRATEGY, HUMAN RESOURCE CULTURE AND SYSTEMS

CORE BUSINESS: The Constitution of South Africa, 1996, stipulates that Public Administration should adhere to a number of principles, including that: A high standard of professional ethics be promoted and maintained; Services be provided impartially, fairly, equitably and without bias; Resources be utilized efficiently, economically and effectively;

VISION: A customer focused healthcare institution contributing towards a developed community. MISSION: To provide and promote intergraded quality health services in partnership with all stakeholders to ensure healthy lifestyles and reduce poverty in all communities of Mpumalanga. SIZE: Level 1 Rural Hospital. Accommodates 90 beds. 250 full time employees and 8 temporary employees on learnership programme and 5 lay councellors who are volunteers. LOCATION: Situated in Volksrust Mpumalanga Province 89 km from Standerton, 52 km from Newcastle and 389 km fromNelspruit. EMPLOYMENT EQUITY: 95 % are Blacks employees, 3 % are Whites, 1 % are Indians and 1 % are colored. SKILLED WORKERS: 40 % are skilled employees. NON SKILLED WORKERS: 60% are non skilled employees. b.1 Human Resource Strategy Nel et al (2002:557) says according to Anthony et al (1999:10) strategy is the formulation of organizational missions, goals, and objectives, as well as action plans to achievement. Human Resource Strategy is then the process of long term planning by

taking decision that will affect the future of the organization in this complex rapidly changing world, including the mission and objectives of the organization; determining the most effective utilization of its resources in ways that produces the intended results. Human Resource strategy plays a big role in Strategic Human Resource Management because Strategic Human Resource Management is about those long term decisions and actions regarding employment relationships that are made being executed and integrated with overall general strategic management of organizations. (Nel et al 2002: 563) c.1 According to Smit and de J Cronje (1992:111) critical processes falling under Human Resource Strategy are: 1. Formulate the mission of the business - the mission fundamental, unique purpose that makes that business to differ from other businesses. It involves both the history of the business and values that the owners of that business want to achieve. 2. Business profile business profile is the appraisal of that business and internal analysis of that business, with identification of both the strengths and weaknesses of that business. d.1 & e.1 3 Problems that my organization is experiencing under Human Resource Strategy: 1. Incompetent Top Managers who come to the planning exercise unprepared. It ends up being a fruitless exercise because sometimes some of them do not even have any ideas what this Strategic Human Resource is all about which links to the next challenge that I will mention as my second problem. My recommendation each and every managers is suppose to prepare, do some research before attempting this exercise. 2. Human Resource Managers role in the planning is not understood or undermined. In my recommendation I do not see this manager not being part of the planning make any sense because the HR Manager understands all the HR functions and Human Resource is the back bone of any organization. 3. Most of the strategic plans are never implemented and are never evaluated. I recommend that in every plan or policy is developed, it must be ensure that it is implemented. Once that plan has be implemented, it has to be changed constantly if it working, so as to check if the is to a need for that policy review or amended if there are flaws. b.2 Human Resource Structure According to Matteson, a structure are components of organization fitting together for a certain goal or vision and its mission, i.e. ranks and authority relationships that will channel behavior of individuals or groups towards high levels of performance in the business.

In Human Resource Management if the organization does not have an organizational structure, employees will not know where they belong, there will be no accountability. Authority will not be channeled properly and channels of communication will be a mess. People will not know their ranks. (Smit and de J Cronje (1992:179) c.2 Critical processes of Human Resource Structure: 1. Management considers plans and objectives of the business planning that determines how objectives and goals of the organization. 2. Management analysis in detail basic critical tasks that must be performed to achieve the objectives of the business and that are the first critical step. 3. Management to subdivide the basic task above (2). 4. Management tasks employees in the subdivide task (3). 5. Management implements a co-ordinating mechanism that unites the activities of employees in a harmonious whole. 6. Management evaluates the results and effectiveness of the business and makes adjustments if necessary. d.2 & e.2 3 Problems facing my organization: 1. Insufficient financial resource. This challenge leads to the other 2 challenges that are facing my organization. For almost five years, there is cost curtailment in my province prohibiting appointments of new staff. People who retired, died, resigned, took transfers, promoted to other levels are forever not replaced. These take a strain to our organizational structure. I recommend that employees that make an impact to the organization be retained (counter offered), use of learnership workers and volunteers. 2. Wrongly placed components. Like Human Resource Manager not fall under executive management. Health and Safety Department is not part of Human Resource Department. I highly recommend that Resource Manager be part of Top Management and Health and Safety component be part of Human Resource. 3. Reallocation of staff. When there are gaps to other departments, other employees are shifted from their post to perform duties mostly of higher post. As time goes on that person expect to be permanent in that post even if she/he does not qualify. This leaves other employees bitter, both those who feel were in that post and did not get the post if someone else gets it and those who were not reallocated to do other jobs. Since the criteria of reallocating people is often not communicated to all staff members, since everybody wish to be promoted. b.3 Human Resource Culture According to Matteson (2002:67), Culture is the shared expectations, values and attitudes by the members of the organization. Same positive culture in an organization promote good performance in that organization, Williams (2002:41), e.g. in small hospital in Carolina, their staff members had a culture of greeting patients as in the

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rural areas greeting is a big deal. Automatically that culture creates a good attitude of those health workers to patients. It is important in Human Resource because unity amongst employee promote good performance, good performance promotes good end product in that business. c.3 Critical processes of Human Resource Culture (Smit and de J Cronje 1992:392) 1. Co-operation management just come with the culture and for employees is just to implement them and an organization depends on willingness of the employees to implement. 2. Decision making is a choice a decisionmaker makes to decide what to be done or not. Decision making is more effective if there are fewer differences of opinion about requirements to be followed. 3. Control is when the management evaluate if the culture imposed is done according to the planned results. 4. Communication managers and employees need to communicate properly about what is expected of them for the culture to be implemented, but the problem sometimes is poor communication. 5. Commitment the task or culture will be properly implemented if there is commitment by those who must implement this culture. 6. Perception if the task is perceived correctly, then it is easy for the employee to implement. d.3 and e.3 3 Problems facing my organization and recommendations that will address the root causes of these problems 1. Older workers have their own culture that is contradicting new workers culture. Old workers are paid less than new workers. New workers are employed with Matric qualification whereas old workers mostly do not have Matric, so that result in them bitter about salaries. That result to this hatred amongst them. Older workers have culture of not wanting to mix with new workers. This result the workers in general not unifying towards common goal. I will like to see Top Management being more transparent and informing lower level workers about such issue because they are sensitive and they are not understood by those affected. 2. Cultures those are not positive. In my organization, older workers have the culture of socializing as older workers by smoking together. Whereas new workers have a socializing culture of drinking alcohol together. Smoking is not allowed at the Hospital premises especially next to wards, but they are doing it and very defensive about it. New workers are drinking together after hours and on weekends excessively. I will recommend our Health and Safety department to conduct Health Lifestyle Workshops every now and then. 3. Top Management believes in instilling certain cultures to employees. I believe a change is not easy to people, so if you want a certain new thing to be instilled to a person, your approach need to be looked at thoroughly before you can approach people. I recommend that if a culture is been introduced, those involved in the

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implementation of that culture must also be part of creation of that culture (decision-making). b.4 Human Resource Systems System number of interdependent components that form a whole and work together with view to attain a common goal, Nel et al (2002:51). All the systems work together for a certain purpose and they are linked. It is important in Human Resource because it play a major role in employees development and welfare. c.4 Critical processes of Human Resource Systems (Nel et al 2002:52) 1. 2. 3. 4. 5. Energy intake - energy intake means resources and information. Throughput process out put process is the end product A system as a cycle of events Mutual dependence components dependent on one another.

d.4 and e.4 3 problems in my organization regarding Human Resource Systems and recommendations that will address the root causes of these problem 1. Shortage of staff. There are many gaps in the systems; they are not linking with each other. For example currently there is no Human Resource Development officer. For about 4 years now people are not properly developed and new employees are not inducted. It is a crucial post I will recommend for it to be filled. 2. Incompetent staff or unqualified staff. The Human Resource Manager is a manager due to political reasons, not because he is qualified. Because by law he cannot just be removed, I recommend for him to be trained and get a qualification in Human Resource Management. 3. Because of the manager that is not qualified, every body in that department does not have a qualification. Most of them were reallocated from other department to assist because there was a critical of shortage of staff in the department. I recommend that people should be made aware that they were helping, when the post are advertised, if at that point they still do not have the qualifications, then they will not be able to be appointed, and let the department employ qualified people who knows what they are doing. QUESTION 3 LABOUR LAWS TOO HOSTILE FOR OVERSEAS INVESTOR WHO WANT TO INVEST IN SA IN THE HEALTH SECTOR:

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PATIENTS RIGHT CHARTER: Promote the rights of the patients making it very frequent for patients to sue for negligence, leading to financial drainage on the side of that particular institution or health worker. But the positive side of this charter is that patients also have responsibilities and most of the time patients ignore those responsibilities. Patient has a lot of rights, they sometimes abuse the system. But that on the other side it is not to say in South Africa every body who is sued will loose the case. Most of the time it is not the case. There are structures like Health Professional Council that deal with those cases. And as an employer it is not you who deal with that professional involved but the Council. The employer once the Council has found that professional guilty it takes the necessary steps that lead to automatically dismissal without an employer interfering. HPCSA (Health Professional Council of SA) also ensures that those health professionals are not fake professionals; in that case an employer is protected. HEALTH and SAFETY Act This Act allows employee and their doctors a right not to disclose the employees sickness. There are a lot of malpractices to this Act by employees and doctors. It promotes absenteeism, because for more reason an employee fake sickness and the doctor because of patient -doctor confidential is not oblige to disclose to employer. But if the institution has it own Health and Safety officer, the employee is suppose to start from that officer before the employee goes to his/her private doctor. LABOUR LAWS: SKILL DEVELOPMENT Act This Act does not bind employees to stay long in the company after development. But still after development the employee could leave the organization after money has been spent on him or her. And the aim of training or developing that employer was for that employer to uplift production in the organization according to Hammerman (2008:2). At the same time employers according to the Act need to develop people if they see a gap in the organization, meaning that if the employer has been developed and there is promotion for him/her that person is unlikely for him/her to leave. People after development quit because they find that they are not placed to the right salaries after acquiring those new qualification and are subjected to abuse because they will be expected to perform those duties even if they are not paid to perform. The popular phrase will be we trained you, so perform.

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AFFIRMATIVE ACTION That Laws falls under Employment Equity Act, which it aim is to balance the imbalances that were created by apartheid. Many people mix this Law with nepotism and corruption. Affirmative Action does not say the correct Human Resource Recruitment processes must be ignored. Even if there is Affirmative Action the organization still has the right to appoint people who are qualified to perform those duties. TRADE UNIONS Although most of the employers feel that trade unions are given excessive powers, but the employers also do have a right of forming an organization with the same rights as trade unions. Unions interest is for their members not to be ill treated like it uses to happen in the past. As much as trade unions have structures they fall under like COSATU, FEDUSA and NACTU, employers also belong to organizations like BSA, NAFCOC which belong to the mother body NEDLAC according to Carrel et al (1998:464). There is also CCMA, the neutral body that in the event of dispute play as an intermediator. All in all, business is still good in South Africa in the Health Sector. Medical Schemes make life easy, although the Government always comes up with regulations but some of them have got other backing regulations that protect employers. For example Government come up with standard tariffs for patients, if as a private doctor or sector your tariffs are high than those set by Government you still have a right to charge a patient that excess that was not paid by the medical scheme and National Credit Act allows the service provider protection on the basis that the patient (client) signed the contract.

QUESTION 4

HOW EMOTIONAL AND SPIRITUAL INTELLIGENCE CAN CONTRIBUTE TO TEAM EFFECTIVENESS EMOTIONAL INTELLEGENCE

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According to Insley 2012, Psychologist says emotional intelligence can help thinking and improve our behavior at work and in our personal lives. Emotional intelligence is selflessness, where there is selflessness then there is harmonious working environment. It is the ability or capacity to perceive, assess and manage the emotions of ones self and of others (Niemark n.d.:1). SPIRITUAL INTELLEGENCE In Spiritual Intelligence, there was a survey that was done over 100 organization to over 1200 employees proved that there is a significant positive influence of organizational leadership on employee and unit performance, life satisfaction, organizational commitment and productivity. A spiritual leader is mixed with qualities of military leadership, political leadership as well as corporate leadership. It is effective because when the leader is a committed Christian, he dedicates natural traits and talents because there is an added dimension that a Christian is expected to dedicate those natural abilities. (www.iinspiritualleadership.com...) Those two intelligences create a peaceful and brotherly working environment in my view. In my view every organization need those qualities to work harmoniously.

QUESTION 5 1. CRITICAL ASSESSMENT OF MY ORGANISATION IN TERMS OF FOUR OBJECTIVES FOR COMPENSATING EMPLOYEES AND EXTENT TO WHICH YOUR ORGANISATIONS BENEFIT SYSTEM IS ACHIEVING ITS INTENDED PURPOSE According to Carell et al (1998:370), the four objectives of every organization are:

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1. Attracting good applicants: which is achieved by wage survey to determine the going rate in the labour market? 2. Retention of good employees is obtained by job evaluation system that employees perceive as equitable. 3. Motivate employees achieve by rewarding good performance like incentives. 4. Comply with the law by documentation of Human Resource records and following Government legislation. Attracting good applicants in my organization is a challenge because with Public Sector it is one size fits all. The only differences are the notches because they depend on year of experience, they not necessary created or used for the purpose of attracting people. Government tried to introduce the Occupation Specific Dispensation idea, with the aim of attracting professionals to stay in the Public Sector, but things were worse than before it introduction. Trade unions because most of their representatives did not fall in those professional categories failed to negotiate in the manor that suited those professionals. Human Resource could not in some cases interpret the document of agreement correctly. Other managers took advantage that Human Resource does not understand some of the professional categories, they pretended as if as if they were helping whereas they had their own agendas. Others were happy they benefited especially managers; those who are not were left at cold and bitter. Although some of the mistakes were discovered and there was a promise that they are going to be corrected, but it has been 5 years now, no change. On retaining good employees, for the group that does not fall under OSD, it is easy to retain if using counter offer system. But with those falling under OSD it is impossible to counter offer. According to OSD, employee is not supposed to fall under category he does not fall in. For example if the employee is on Category A due to the number of years of experience, that employee can not be given Category B because he does not have those years of experience in that Category. Providing accommodation was introduce for those professional as strategy to retain them since most of them especially in the rural areas, are not born and breed in those places, but institutions are not treating those professionals equally as the law says, instead preference is given to only Doctors and Nurses, other groups like Pharmacist, Radiographers, etc are to fend for themselves. Motivation, honestly in Public Sector is very rare. Most of the time managers only worry about late coming, absenteeism, etc. if employee is called in the managers office is because there is a dispute or anything of that sort. Our Government introduced the Performance Management Development System (PMDS), is a disaster. Managers use it to settle scores with those they are having grudges with. Employees who get pay progressions or incentives 99,9% of the time do not deserve them. Hard workers are often ignored. The only motivation in the Public Sector that makes people to wake up and go to work in the morning on time, is pay day. That is the reason why our service delivery in Public Sector is so poor.

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Comply with the Law: may organization comply with the Law on basis that there are auditors that come at check if things are done accordingly, but that does not mean the organization comply. Like the overtime law is often ignored. People are often not paid their overtime in time. Employees wait for months before their overtime money to be paid. Occasionally, they forfeit that money because if employees are not paid that money in the financial year that overtime was budgeted for, to get it after that is a hassle. A case scenario is with one case in one of the hospitals in Mpumalanga, a certain group of employees qualified for incentives for 4 successive years, but those incentives were not paid to date. They exhausted of the channels to dispute the case, until the case was taken to CCMA. They won the case, Mpumalanga Province was ordered to pay them but it has been 3 years now but they are not paid. CONCLUSION Human Resource Management and Development play a measure role in the organization. Healthy, happy, empowered and appreciated employee is a good performer, and good performer gives good product in the organization. It all depends on the Top Management, HR Manager and the culture of that organization. As the slogan says: Together we can do more. Stevens (2012) says: the keys to success are stay close to the CEO, make sure your HR strategy is aligned with corporate strategy. Stay close to customers as they will give you value of testing the theories of the organization. Know dynamics of the organization and know your manager and think out of the box.

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3. Boyd, M. H. 2008. Human Resource Planning The long and the Short of it. Boyd Associates. [accessed 19 February 2012]. 4. Bratton, J. 2007. Strategic Human Resource Management Chapter 2. Available from::www.palgrave.com/business/brattonandgold/docs/bgcha02.pdf [accessed 19 February 2012] 5. Carrell, M. R. et al 1998. HUMAN RESOURCE MANAGEMENT in South Africa. South AQfrica:Prentice-Hall, Inc pg370, 464 6. Hammerman, P. D. 2008. The Forrester Wave: Human Resource Management System Q4 2008. Forrester Wave pg2 7. Klabbers, J. H. G. n.d. Enhancing corporate change: the case of strategic human resource management. Netherlands:KMPC 8. Insley, J. 2012. Emotional Intelligence:thinking and feeling on the job. Available from::http://www.guardian.co.uk/money/2012/feb/10/emotionalIntelligence-thinking-feeling-job [accessed 24 February 2012]. 9. Matteson, I. 2002. Organizational Behavior and Management. 6th Edition. US:McGraw- Hill. pg67, 392 10. McNamara, C. n.d. All About Human Resource and Talent Management. Available from::http://managementhelp.org/humanresources/index. [accessed 19 February 2012]. 11. Nel, P. S. et al 2001. Human Resource Management. 5th Edition. Oxford:Oxford University Press pg51, 52, 419, 556, 557, 563 12. Neimark, J. n.d. Emotional Intelligence Definition pg1 Available from::http://www.ihhp.com/what_is_eq.htm [accessed 23 February 2012]. 13. Reid, D. R. n.d. SPIRITUAL LEADERSHIP. Available from::http://www.growingchristians.org/dfgc/leader.htm [accessed 24 February 2012]. 14. Smith, P. J. & de J Cronje, G. J. 1992. MANAGEMENT PRINCIPLES. JUTA & CO, LTD:Creda Press 15. Stevens, W. G. S. 2012. What is the Future of Human Resource Available from::http://innovativehrstrategy.blogspot.com/[accessed 23 February 2012].

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16. Williams, R. S. 2002. MANAGING EMPLOYEE PERFORMANCE Design and implementation in organizations. Pschology@Work:THOMSON LEARNING.

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