IPM MEMBERSHIP

Labour Relations (PHRM02M

Module purpose

The aim of part I of this module is to systematically study the macro-aspects of South

African labour relations as they apply to management, in the context of a systems

approach.

The aim of part II of this module is to acquaint students with the fundamental principles

pertaining to the management of labour relations, primarily at organisational level.

 

Outcomes

In order to be declared competent in this module, students have to demonstrate

that they are able to:

 

• explain relevant terminology and various theoretical perspectives of labour relations   management in South Africa and indicate their practical relevance
• identify and cursorily describe the key role players, stakeholders and institutions   relevant to South African labour relations and explain their roles
• explain South Africa’s statutory labour relations system and demonstrate a working  knowledge of its main components, specifically in relation to the management implications of this system
• cursorily describe other relevant pieces of labour relation and show how these are    relevant to management
• discuss the informal dimensions of labour relations and highlight a number of   international perspectives on this field
• apply the principles of managing the mainly divergent interests and conflict dynamics   pertaining to the primary role players in labour relations in organisations
• explain how to build constructive relations at the workplace, between labour relations   role players
• examine labour relations management from a strategic and holistic perspective

 Content

 PART I: A MACROPERSPECTIVE

Conceptual and contextual perspectives and issues

• Theoretical and academic reflection and consideration
• Role players, stakeholders and relevant institutions
• The historical context of South African labour relations

The formal framework governing labour relations in South Africa

• South Africa’s statutory labour relations system
• Other relevant labour legislation

Pushing boundaries: interactional and international dynamics and issue

• Socio psychological dynamics, collective bargaining and industrial democracy for  economic and psychosocial empowerment
• Interactive and international labour relations perspectives and issues

PART II: MICROPERSPECTIVE

Managing the mainly divergent interest and conflict dynamics

• Managing conflict, handling grievances and negotiating
• Industrial action and strike management
• Discipline and dismissal

Managing for more common ground: building constructive workplace relations

• Communication, group dynamics and interpersonal interaction
• Worker participation

Towards total quality labour relations (TCLR): holistic and strategic perspectives and challenges

• Managing labour relations strategically: holistic and integrative perspectives
• Enhancing labour relations quality through control and integration

 

Training and Development (PHRM03N)

Module purpose

The purpose of this module is to prepare students for managing the training and

development function at an organisation’s foundation level.

Outcomes

In order to be declared competent in this module, students have to demonstrate

that they are able to:

• explore learning theories, establish effective learning principles and critically examine adult learning theories and principles
• apply relevant aspects of training-related legislation (SAQA, NQF and skills   development legislation) to the workplace, and identify the macro factors that impact on training and development in South African organisations
• apply the functions of the skills development facilitator in organisations and facilitate the compilation of a workplace skills plan with guided support
• design a small-scale training programme which includes determining training needs, programme design, presenting training programmes and evaluating training
• apply the requirements of managing training and development in an organisation
• apply the concepts and key steps of the process of strategic human resource   development for determining a strategy for human resource development for an   organisation
• discuss the importance of management development in the light of the manager’s role as a change agent in the enterprise, and describe the various management development methods that can be used in an organisation

Content

Learning theories

• The learning process
• More about learning
• Learning theories
• Adult learning

The National Training and Education Strategy

• Legislation and other macro factors affecting training and development in South   Africa: an introduction
• Implementing legislation: SAQA and NQF
• Standards

Skills development

• The Skills Development Act (SDA) and the Skills Development Levies Act: an  overview
• The Sector Education and Training Authorities (SETAs)
• The workplace skills plan, the skills development facilitator and earnerships

Stage 1 of the training cycle: training needs assessment

• Training needs assessment
• Different levels at which training needs are experienced
• Models for determining training needs
• Formulating training needs

Stage 2 of the training cycle: developing a training programme

• Formulating learning outcomes
• Factors that influence the selection of content
• Selecting instructional strategies and media
• Developing a lesson plan

Stage 3 of the training cycle: presenting a training programme

• Creating a learning environment
• Types of presentation
• Presentation skills
• The role of the facilitator in presenting the training programme

 Stage 4 of the training cycle: programme evaluation and learner assessment

• Evaluating a training programme
• Types of training evaluation
• Training evaluation techniques and instruments
• Assessment and moderation in education, training and development
• Principles of assessment
• Methods and instruments of assessment

The management and administration of training in an organisation

• The systems approach to training and the management thereof
• Training and the management functions
• The place and role of the training function
• The need for training and development policy and an annual training plan
• Administration of training
• Managing a skills development course

Strategic human resource development

• Strategic business planning
• Strategic human resource development

Management development

• Management, leadership and management development
• Management development methods

Human Relations (PHRM04P

Module Purpose

The purpose of this module is to help students gain an understanding of human relations

in order to apply such knowledge to enhance the effectiveness of the organisation. This

includes a focus on human behaviour at individual, group and organisational level in

organisations.

 

Outcomes

In order to be declared competent in this module, students have to demonstrate that they are able to:

• explain why knowledge of human relations is imperative for effective management
• distinguish between the variables and different levels of organisational behaviour
• demonstrate a clear understanding of the foundations of individual behaviour in organisations
• apply knowledge of individual behaviour to increase productivity and reduce  absenteeism
• demonstrate an awareness of his or her perceptions, values, attitudes and abilities as an individual in an organisation
• demonstrate an understanding of the dynamics of group behaviour
• design effective work teams
• determine how communication patterns, leadership styles, power and politics,   intergroup relations and levels of conflict affect group behaviour
• analyse how organisational culture affects human behaviour
• manage change in organisations

 

Content

Introduction to human relations

• What are human relations in a global and diverse context?

The individual

• Foundations of individual behaviour
• Values, attitudes and job satisfaction
• Personality and emotions
• Perceptions and individual decision making
• Motivation: from concepts to application
• Stress management

The group

• Foundations of group behaviour
• Understanding work teams
• Communication
• Leadership and trust
• Power and politics
• Conflict

The organisation

• Foundations of organisational culture
• Organisational change

 

Evaluation and examination

Students will be assessed by means of assignments completed during the course of their studies, and a formal two-hour examination for each module, which can be written at any of Unisa’s examination centres countrywide. Examinations for all four modules are written in January and February. Students will be admitted to the examination provided that they submit assignment 01 on or before the due date and that their

fees have been paid in full. To pass a module, a student must obtain a final assessment mark of 50% (assignments contribute 20% to the final mark and the examination mark the remaining 80%).

 

Certificate

On successful completion of the four modules, you will receive a certificate from Unisa

Credits

The Programme in Human Resource Management comprises 96 credits (24 per module) and is offered on level 6 of the National Qualifications Framework. The 24 credits per module mean that the average student will require 240 notional hours to master the module. The notional hours include the time spent on reading, doing activities, completing assignments, preparing for the examinations, writing the examinations, and so forth.