Chapter 9 - Chapter 9 MEETING HUMAN RESOURCE REQUIREMENTS AND DEVELOPING EFFECTIVENESS IN HR Oxford Chapter 11 Strategic Leadership University

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Chapter 11: Strategic Leadership Chapter 9 © Oxford University Press Southern Africa, 2008. All rights reserved. MEETING HUMAN RESOURCE REQUIREMENTS AND DEVELOPING EFFECTIVENESS IN HR
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Chapter 11: Strategic Leadership CHAPTER CONTENT Opening case: HR at Sunnyside University Introduction The relationship between line management and the HR department Human resource planning Finding qualified workers Developing qualified workers Keeping qualified workers © Oxford University Press Southern Africa, 2008. All rights reserved.
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Chapter 11: Strategic Leadership THE HR CONE
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Chapter 11: Strategic Leadership RELATIONSHIP BETWEEN LINE MANAGEMENT AND THE HR DEPARTMENT Line managers and HR managers need to work together The main activities of a HR manager include the following: Advice and counselling Service Policy formulation and implementation Employee advocacy
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Chapter 11: Strategic Leadership Human resource competency model
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Chapter 11: Strategic Leadership HUMAN RESOURCE PLANNING HR planning can be divided into three specific steps: Identify the work currently being done in the business (job analysis and description) Identify the types of employees needed to do the work (job specification) Identify the number of employees who will be needed in the future (HR forecasting and planning)
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Chapter 11: Strategic Leadership JOB ANALYSIS Job analysis is the process of describing and recording information about job behaviours and activities. The following need to be established: What is the employee responsible for? What tasks are performed?
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This note was uploaded on 03/22/2011 for the course MNB 101D taught by Professor Unknown during the Spring '09 term at University of South Africa.

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Chapter 9 - Chapter 9 MEETING HUMAN RESOURCE REQUIREMENTS AND DEVELOPING EFFECTIVENESS IN HR Oxford Chapter 11 Strategic Leadership University

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