Ab a , R.
A icle
The in e ela ionship be ween human esou ce
managemen and co po a e s a egy
Sou h A ican Jou nal o Business Managemen
P o ided in Coope a ion wi h:
Uni e si y o S ellenbosch Business School (USB), Bell ille, Sou h A ica
Sugges ed Ci a ion: Ab a , R. (1983) : The in e ela ionship be ween human esou ce managemen
and co po a e s a egy, Sou h A ican Jou nal o Business Managemen , ISSN 2078-5976, A ican
Online Scien i ic In o ma ion Sys ems (AOSIS), Cape Town, Vol. 14, Iss. 2, pp. 53-59,
h ps://doi.o g/10.4102/sajbm. 14i2.1141
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/217827
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The
in e ela ionship
be ween
human
esou ce
managemen
and
co po a e
s a egy
A.
Ab a
G adua e School
o
Business Adminis a ion, Uni e si y o he Wi wa e s and, Johannesbu g
The
in ol emen
o
pe sonnel execu i es in he s a egic plan-
ning
o he en e p ise is a con o e sial issue. Pe sonnel has
been
conside ed a s a unc ion which deals wi h day- o-day
adminis a ion issues and as such has o en been ega ded
wi h some con emp by he op managemen eam.
Con-
comi an ly many i ms a e iewing he pe sonnel unc ion in
an
en i ely di e en ligh ; I now pa icipa es in he decision
making o he company. The objec i es o his pape a e wo
old: i s ly o ind a link be ween co po a e s a egy and
human
esou ce managemen and secondly, o ind ou
whe he pe sonnel manage s
o
quo ed Sou h A ican com-
panies
pa icipa e in co po a e s a egy o ma ion.
The
com-
pany
comp ises
o
a numbe
o
a ying dimensions and
sys ems.
E e y
o ganiza ional dimension and sys em mus
be
consis en , no only wi h he s a egy, bu also wi h e e y
o he o ganiza ional dimension and sys em. The pe sonnel
depa men is o en excluded om he co po a e planning p o-
cess.
This exclusion ep esen s a high cos o he o al sys em
due
o less han op imum usage
o
an
o ganiza ion's human
esou ces. This pape discusses he need o planning by
managemen wi h pa icula e e ence o manpowe planning
in
ela ion o co po a e planning.
S.
Ai .
J.
Bus.
Mgm . 1983,
14:
53-
59
Hie die a ikel handel ee s ens oo die e band ussen
ko -
po a iewe s a egie
en
die bes uu
an
menslike hulpb onne
en
weedens, om e bepaal o wa e ma e pe soneelbes uu de s
an
geno ee de maa skappye in ko po a iewe s a egie o -
mule ing be okke is. Die be indinge oon da
pe -
soneeldepa emen e nie deel he aan die ko po a iewe p oses
nie.
Die
implikasies hie an wo d besp eek.
S.·Al . Tydsk . Bed ylsl. 1983,
14:
53-
59
D
R.
Allnd
G adua e School
o
Business Adminis a ion, Uni e si y
o
he
Wi wa e s and,
P.O.
Box 31170, B aam on ein 2017,
Republic
o
Sou h A ica
Recei ed
Decembe
1982; accep ed Feb ua y
1983
In oduc ion
The in ol emen
o
Pe sonnel in he S a egic Planning
o
he en e p ise
is
a con o e sial issue. Pe sonnel has long
been conside ed a se ice unc ion which deals p ima ily
wi h day- o-day adminis a ion issues and as such has o en
been ega ded wi h some con emp
by
he op managemen
eam. In many ins ances his may
well
ha e been jus i iable,
al hough he e does exis a body
o
li e a u e which
is
in-
c easingly emphasizing he 's a egic' na u e
o
human
esou ce managemen . Concomi an ly many i ms a e
iew-
ing he Pe sonnel
o
Human Resou ce Manage
in
an
en-
i ely di e en ligh ; he now pa icipa es ac i ely in he
decision-making
o
he company. The ac ha Pe sonnel
managemen
is
now becoming known as Human Resou ce
Managemen
is
indica i e
o
he change
in
hinking ha
is
aking
place.
Acco ding o Acko ,
'wisdom
is
he abili y o
see
he long- un conse-
quences
o
cu en ac ions, he willingness o sac i ice
sho - un gains o longe long- un bene i , and he
abili y o con ol wha
is
con ollable
and
no e
o e wha
is
no . The e o e he essence
o
wisdom
is
conce n wi h he u u e and
o
e ec i e ways
o
b inging i abou . I
is
an
ins umen ha
is
used by
he wise, bu no by he wise alone. When conduc ed
by lesse men i o en becomes an i ele an i ual
ha p oduces sho - un peace
o
mind, bu no he
u u e ha
is
longed o
.1
An o ganiza ion mus plan o he u u e
i
i s objec i es
a e o be ealised and
i
is
h ough he p ocess
o
planning
ha co po a e objec i es a e ansmi ed h oughou he en-
i e o ganiza ion. Decision-making wi hin he o ganiza ion
is
based
on
i mly es ablished objec i es.
I
his
is
no he
case, hen 'decisions become andom and he o ganiza ion
becomes blu ed and e en ually unable o su i e.'2
The objec i es
o
his pape a e wo old:
o ind a link be ween co po a e s a egy
and
human
esou ce managemen .
o ind ou whe he pe sonnel manage s
o
quo ed Sou h
A ican companies pa icipa e in co po a e s a egy
o ma ion.
Thus, his pape
is
di ided in o wo sec ions, a heo e ical
sec ion and a su ey
o
six y companies lis ed on he Johan-
nesbu g S ock Exchange.
54
De
IINd
o plawling
Since oday's socie y
is
dynamic, he u u e
o
he o ganiza-
ion
is
unce ain
and
in
o de o hedge agains unce ain y.
o ganiza ions mus o mula e plans o adap o change.
The
planning p ocess
will
iden i y he needs
o
he u u e as well
as
he
weaknesses,
de iciencies
and
s eng hs in
he
p esen
o ganiza ional s uc u e. I
is
h ough planning
ha
com-
plex
o ganiza ions educe ambigui y
and
unce ain y by p o-
iding s anda ds agains which beha iou can be measu ed
in achie ing co po a e objec i es.
The
o ganiza ion comp ises a
numbe
o
a ying dimen-
sions and sys ems. E e y o ganiza ional dimension
and
sys em mus be consis en ,
no
only wi h he s a egy,
bu
also
wi h
e e y o he o ganiza ional dimension and sys em.
'All
he dimensions, such
as
s uc u e, ewa d
sys ems and esou ce alloca ion p ocessess mus con-
'l i u e an in e nally consis en o ganiza ional
o m.'
3
Each dimension
o
managemen has an in eg i y
o
i s
own
and
i he o ganiza ion
is
o unc ion e ec i ely,
he
componen dimensions
o
he managemen sys em mus be
compa ible. E e y aspec
o
a manage ial sys em
is
ela ed
o
e e y
o he
pa
and in e ac s wi h i .
'I
is
impo an
ha
he o ganic in eg i y
o
each sys em mus be
main ained. '4 Such will
no
be
he
case
whe e ce ain com-
ponen s
o
manage ial sys ems
a e
no
included in he o -
mula ion
o
o e all co po ace goals
and
objec i es,
and
he
ma egy o be used in achie ing such goals
and
objec i es.
The
pe sonnd
depa men
is
o en excluded om he co -
po a e planning p ocess. This exclusion ep esen s a high
cos o he o al sy~e n due o less han
op imum
usage
o
an o ganiza ion's human esou ces. As a esul
o
such e-
quen exclusion
o
pe sonnel execu i es om
he
co po a e
planning p ocess, planning o
he
mos
e ec i e
use
o
h.uman
esou ces is,
a
bes ,
haphaza d
and
ad
hoc.
I
his
end con inues, pe sonnel execu i es will ind hei posi-
ion becoming con inually weake wi h ega d
o
he
o al
co po a e iYs em and he pe sonnel unc ion is in
dange
o
being elega ed o
ha
o
a echnician's
job
o
simply
adminis e ing wages
and
heal h
and
sa e y
p og ammes.
The need o planning
is
usually de e mined by
op
co -
po a e execu i es
wi. h
inal
au ho iza ion
es ing
wi h
he
gene al manage
o
chie execu i e o ice
o
he o ganiza-
ion. The e
appea
o
be
sound
eason,
o
au ho izing
plam
a his le el.
• I e e yone in he
O£g:aD.iza ion
we e
allowed o
plan
independen ly, conside able duplka ion
o
e o s,
as
well
as con lic s be ween depa men s
would
occu .''
A plan
is
!imply
a
p ede e mined
cou se
o
ac ion.
The
plam ing
p ocess
is:
' he
speci ia ion
o
he
means
necessa y
o achie e
p esc ibed
ends,
be o e
ac icn
owa d
he
ends
akes
place.'6
Oace
objec i es
ha e
been
s a ed
ou
elemen s
cn ol e
in he planning
p ocess.
They
a e:
An e alua ion
o
p c,cn
cocdi: icm
which
should
iden-
i y
a eas
whe e
change is
needed
o
will
e en ua e,
e en
wi hou planning.
-A ime
dimension
which
encom~
bo h
sho - un
ad
long- un p am.
Daa
colcaioa.
nm
equi es
ha
a judgmen (s)
be
S.-A . Tydsk . Bed y al.
1913,
l4(i)
made
ega ding
he
quali y
o
da a.
-A deg ee
o
impo ance
~hould be a ached o
each
plan
and
hey ~hould hen be lis ed in
ank
o de
o
p io i y.
I
planning
is
o
be ealis ic, use mus be made o
he
in o ma ion
con ained
in
s a
depa men s.
In any
plan.
ning p ocess, he
head
o
each
depa men
mus o mula e
plans in ela ion
o
he
speci ic
depa men ,
pa icipa e
in
he
o mula ion
o
company-wide
plans
and
assis
o he
depa men s
in
o mula ing
hei plans. I any
o
hese
poin s
a e
missing in
he
co po a e
planning p ocess,
he
plans
do
no
ep esen
he
en i e company, bu
only
segmen s he eo . I
is
he esponsibili y
o
op managemen
o
ensu e
ha
he
planning
p ocess
is
co-o dina ed.
Top
managemen has a esponsbili y o op imize
he
o al
o ganiza ion. Pe sonnel execu i es
a e
esponsible o
max-
imizing
human
esou ce u iliza ion in ela ion o he
a ain-
men
o
he o ganiza ion's goals,
and
his should place
hem
in
an
impo an
posi ion
ela i e
o
op
managemen .
E en
hough
gene al
manage s
ealize
ha
hei mos
impo an
and
equen p oblems
a e
wi h people, hey a e o en
eluc-
an
o
u ilize he pe sonnel
depa men
in he sea ch
o
and
o mula ion
o
solu ions.
Pe haps
one
o
he majo
easons
behind
his eluc ance
is
ha
gene al manage s
eel
mo e
secu e
'doing
i hemsel es'. In
sho ,
hey lack
ai h
in
pe sonnel's
abili y
o
supply
accu a e
in o na ioi,
and
assis ance in his
a ea.
Is such a lack
o
ai h jus i ied?
In
a
numbe
o
cases i is;
o
i has
been
no ed
ha
pe sonnel
specialis s
a e
in
many
cases me ely echnicians who a e
no
accus omed
o
hinking in e ms
o
he en i e o ganiza ion.
Due
o
hei limi ed
ou look,
pe sonnel
exd""U i es
ha e
been
o e shadowed
by
consul an s,
o
o he
o ganiza ional
depa men s. Since pe sonnel
depa men s
ha e been
lax
in
p ojec ing
he
u u e o ganiza ion, e alua ing managemen
and
de eloping people wi h
po en ial
o i in o he u u e
o ganiza ion,
hey ha e los
many
impo an
unc ions o
o he
depa men s
and/
o
uni s. Unless such de iciencies
a e
co ec ed, pe ,;onnel
depa men s
will
o ei e e y hing
o
majo
signi icance
o
co po a e
planning uni s.
The
cos
o
no
ully u ilizing
he
in o ma ion
ound in
he
ypical pe sonnel
depa men
can
only be hypo hesized.
Howe e , since e di:i e
o ganiza ion
plans mus deal
wi h
human
esou ce equi emen s,
non-use
o
any
in o ma ion
in his a ea will, ine i ably, be
de imen al
o
he planning
p ocess
and
cos ly
o
he
o ganiza ion.'
I
pe sonnel
ex-
ecu i es
a e
no in eg a ed
in o
he
planning p ocess,
mos ,
i
no
all, he a ailable
in o ma ion
will
be los o planne s.
Ano he
disad an age
esul ing
om
less
han
ull usage
o
pe sonnel
depa men s
is illus a ed by he sca ci y
o
specialized
and
skilled employees. Since such sca ci y
is
like-
ly
o
wo sen wi h he inc easing complexi y
o
indus y, he
pe sonnel
depa men
should
be seen as a
majo
ac o in·
luencing he planning
and
u iliza ion
o
his
sca ce
esou ce.
In
addi ion,
pe sonnel
depa men s
gene ally ha e access
o
he
da a
and
econome ic models
ha
can
be used o
le el
ou
he
peaks
and
oughs
o
p odu~- ion in
o de
o
p o-
ide
mo e
s able
employmen
and
o
e ec a ious
economies by such ac ion.
11
Wi hou
making
ull
and
e ec·
i e use
o
he
in o ma ion
held by
he
pe sonnel depa -
men ,
managemen
may
ind i sel planning
o
sol e p o-
blems whish
may
in ac only
be
symp oms
o
p oblems;
and nl'
a~· u~1I
d,km,.
Th,:
.:,:lu,i,,n ,, ·he
c,,,,nnel
S.
A .
J.
Bus.
Mgm . 1983, 14(2)
depa llleD
may
be de imen al
o
he
ope a ion
o
he plan-
ning
p ocess.
Pe sonnel
has
a
numbe
o
communica ion
channels
h ough which
in o ma ion
conce ning change can
be
ansmi ed
o
he
i m's
human
esou ces, he eby educ-
ing
he esis ance
o
change inhe en in
any
o ganiza ion.
In
addi ion, he pe sonnel
depa men
should
be ins umen al
in
he aining
o
manage s
in
he
use
o
pe sonalized com-
munica ion
in
o de
o
o e come
he
ba ie s
o
change.
I
should
be
no ed
ha
no
e e y
pe sonnel
depa men
con-
ains he
in o ma ion
and
ools
necessa y
o
helping
managemen
o
plan
o
and
ini ia e
change
h ough
co -
po a e objec i es
and
s a egies. Such
in o ma ion
and
ools
mus , howe e ,
be
loca ed
somewhe e
in
he
o ganiza ion
i plans a e
o
be o mula ed
and
success ully implemen ed.
The pe sonnel
depa men
appea s
o
be
he
logical place
o hold such
in o ma ion
ools.
Fu u e pe sonnel
manage s
will
ha e
o
be
closely
associa ed wi h uppe
managemen .
This
can
be
accomplish-
ed
by
pe sonnel specialis s
demons a ing
hei p o iciency
in
assis ing wi h
p oblems
in
he
human
esou ces
a ea
and
by
aking esponsibili y
o
he
decisions
ha
a e
made.
Th ough such close
in e ac ion
pe sonnel execu i es
can
make he gene al
manage
mo e
conscious
o
communica-
ion sys ems
and
hei
e ec
on
he
o ganiza ion.
They
can
also a emp
o
design
an
o ganiza ion
ha
i s
he
com-
pany's
human
esou ces
a he
han
me ely 'accep ing
he
o ganiza ional
s uc u e
as
i is
and
a emp ing
o
mould
human esou ces
a ound
i . '9
They
will,
u he mo e,
ha e
o demons a e
o
he
line
ha
he
absence
o
he
pe son-
nel unc ion
equals
'managemen
by
c isis,'
and
ha
i is
be e
o
be
in
a
posi ion
whe e
you
can
p edic p oblems
and p e en
hem
om
occu ing.
Finally, pe sonnel ex-
ecu i es mus be in a posi ion
o
demons a e
o
op
manage-
men he
impo ance
o
he
pe sonnel
unc ion
a
all imes.
This impo ance
mus
be
demons a ed
in ela ion
o
o ganiza ional
p o i
and
su i al. This
means
ha
he
pe -
sonnel
p ac i ione
mus
lea n
he
business
ha
he/she
is
in. They
mus
become
expe
in
ma ke ing,
manu ac u ing
and adminis a ion
and
mus
make
an
e o
o
lea n
abou
business
and
p o i ;
and
be
able
o
alk
wi h
he
accoun-
an s
and
inancial
di ec o s
o
he
o ganiza ion
in
money
e ms.
In
sho ,
he
pe sonnel
p ac i ione
mus
become a
businessman
who
happens
o
be
in pe sonnel.
I
is only
by
imp o ing
he
way
in
which
hey
p ac ice
and
by enhanc-
ing hei
s a us
in
he
o ganiza ion
ha
pe sonnel depa -
men s
and
p ac i ione s
will
be
able
o
gain
and
hold
an
in-
eg al
pa
o
he
o ganiza ional
planning
p ocess.
'Human
esou ces
planning
can
ac as a ca alys
and
an ope a ing
mechanism
o
accele a e
he
building
o
an
e ec i e
wo k
o ce.
Whe e
his is accomplish-
ed, people
a e
ene gized
and
commi ed
and
become
he
mos
powe ul
undamen al
co po a e
com-
pe i i e
esou ce
o
all'.
10
I would
appea
ha
e ec i e
human
esou ce
manage-
men
is
a p e- equisi e
o
e ec i e s a egic managemen .
C i ical
p oblems
in
he
co po a e
managemen
o
pe son-
nel, such
as
he
place
o
human
esou ce
managemen
in
co po a e decision-making;
he
ole
o
pe sonnel
s a
and
a lack
o
su icien
human
esou ce
managemen
'know-
how'
a
op
managemen
le els,
emain
la gely un esol ed.
I is
impo an
o
planne s
o
ecognize
he
'dual
na u e'
ss
o
planning. Planne s may hink only
o
he o mal
economic
and
physical esou ces ace when hey de elop
a p og amme; bu he human esou ces side is p esen
a
all imes, as well.
'I
planne s we e able
o
an icipa e how a ious ypes
o
epo ing, budge ing and ope a ing p ocedu es a -
ec beha iou , hey would hen be able
o
plan
and
implemen hei plans wi h g ea e skill
and
sophis ica ion.'
11
Manpowe
planning
and
co po a e
s a egy
Included among he objec i es
o
pe sonnel wi hin he scope
o
co po a e plans a e:
s a ing;
in o ma ion
and
mo i a ion
o
people wi hin he
o ganiza ion;
in eg a ion
and
co-o dina ion
o
pe sonnel plans
and
p og ammes;
con ibu ion
o
imp o ed communica ion
and
co-
ope a ion
on
he basis
o
mo e open labou ela ions;
indus ial ela ions;
aining
and
de elopmen ;
manpowe planning;
social ma e s;
he
e ec s
o
economic
and
poli ical o ces;
he
p o ision
o
links be ween pe sonnel plans
and
he
emainde
o
he
co po a e plans.
Since
one
o
he
majo
aims
o
pe sonnel planning
is
he
ealisa ion
o
an
op imum s a ing wi hin he scope
o
co -
po a e
plans, i would be app op ia e
o
examine he con-
ibu ion
o
manpowe planning
o
he o e all o ganiza-
•
12
ional/co po a e
plan(s)
and
s a egies.
'Manpowe
planning
is
a p ocess which ansla es
co po a e objec i es
and
ope a ional needs
and
plans
in o u u e equi emen s and p o ides plans
o
ul il
hese equi emen s h ough
he
e icien u iliza ion
o
a ailable manpowe . Fundamen al
o
manpowe
planning
is
he need o linkage
and
in eg a ion wi h
o he
unc ions
o
he co po a ion; including
economic
and
ma ke o ecas ing, esea ch
and
de elopmen planning
and
in es men
and
sys ems
planning.'
13
The o mula ion
o
o ganiza ional objec i es
and
plans
and
manpowe planning a e in e dependen
a
all o ganiza-
ional le els. This in e dependence is pa icula ly appa en
o long- ange planning. This undamen al objec i e
o
manpowe planning
and
p og amming
is
o
p o ide he
o ganiza ion wi h he pe sonnel
o
pe o m he
ac i i _ies
~ha
will achie e o ganiza ional goals. Consequen ly, obJec 1 ~
and
plans
a
all le els
o
he o ganiza ion p o ide he
b~1s
o de ining manpowe equi emen s. Manpowe
da a
(1.e.
he a ailabili y
o
speci ic skills
and
numbe s
o
peop!e)
~
be c ucial inpu s in o
he
planning p ocess.
The
a ailab1h-
o
he needed manpowe may de e mine whe he a
s~ ic
p ojec can
be
unde aken. In o he ins ances, he e
a e
signi ican manpowe implica ions o p oposed p o-
ammes such as me ge s
and
acquisi ions.
g
In
an
economic o ganiza ion, manpowe , like ma e ials
d acili ies should be conside ed as
an
in es men al e -
an
' all · d
na i e subjec
o
simila cos , e u n, oca 1on
an
~on-
ol conside a ions gi en
o
o he esou ces.
Thus
e ic1en-
56
cy
and
e ec i eness en e
he
pic u e in e ms
o
minimum
cos
and
e ec i e u iliza ion
o
manpowe esou ces in o de
o
ob ain an accep able e u n on in es ed capi al. In ima e
knowledge
o
o ganiza ional plans
and
pa icipa ion in
he
planning p ocess can enhance
bo h
e iciency
and and
e -
ec i eness. Close a en ion
o
he
de e mina ion
o
man-
powe
equi emen s
and
p og amming in e ms
o
quali y
o
skills, hei numbe s and cos can yield signi ican e u ns
in e ms
o
in es men
and
u iliza ion
o
human
esou ces.
I
manpowe planning
is
no in eg a ed wi h he o al
o ganiza ion planning,
he
p og ammes in oduced unde
i s auspices un he isk
o
being ha m ul
o
he indi idual,
o ganiza ion
and
he
economy.
The
skills being de eloped
mus be use ul, challenging
and
no subjec
o
apid
ob-
solescence
and
displacemen . Manpowe planning sys ems
include se e al speci ic in e - ela ed ac i i ies: 14
Manpowe in en o ies
Manpowe in en o ies a e used
o
assess cu en esou ces
and
hei p esen le el
o
u iliza ion.
The
in o ma ion con-
ained in a manpowe in en o y enables he i m
o
ma ch
he skills in he o ganiza ion agains g oss manpowe e-
qui emen s. Ha ing a manpowe in en o y is also essen ial
o
in elligen pa icipa ion in o al co po a e planning. I
p o ides
he
inpu o ad ice conce ning
he
capabili y
o
he o ganiza ion
o
unde ake p ojec s
and
o es ima ing
he cos
o
acqui ing addi ional manpowe capabili ies.
Fi ms
ha
ail
o
conside
he
manpowe implica ions
o
acquisi ions ha e ound ha hey did no ha e
he
manage ial, echnical
o
ope a i e manpowe capabili y
o
exploi he oppo uni ies p esen ed by acquisi ions.
Fo ecas s
o
manpowe supply and demand
'In elligence
abou
he
supply
and
demand
o
man-
powe
a
a gi en ime
and
place
can
and
o en
does
a ec
he
iming
o
co po a e
in es men s.'
15
A ailabili y
o
lack
o
a ailabili y
o
skills may in luence
he loca ion
o
acili ies,
and
will
p o ide planne s wi h some
indica ion
o
he
lead ime a ailable
o
manpowe ad-
minis a ion in
he
acquisi ion
o
equi ed manpowe .
Manpowe p og ammes
Such p og amming pe mi s,
on
a o ally in eg a ed basis,
he design
and
implemen a ion
o
ac ion p og ammes
o
en-
su e
ha
he manpowe needs
o
he
o ganiza ion a e me
o e ime. These p og ammes en ail all
o
he
adi ional
pe sonnel unc ions -
bu
he
emphasis he e
is
on
he
ac-
quisi ion, main enance
and
de elopmen
o
manpowe
skills.
Thus
he
unc ions
o
ec ui men , selec ion, place-
men
and
aining ecei e p ime conside a ion. T aining
and
de elopmen
is
pi o al
and
in e ac s wi h manpowe u iliza-
ion by enla ging
he
labou
supply by means
o
• aising he skills
o
he
wo k o ce;
• inc easing e sa ili y
and
adap abili y;
• inc easing p oduc i i y. 16
Con ol and e alua ion p ocedu es
~ese
p ocedu es p o ide eedback
o
he manpowe piano-
mg sys em
and
moni o
he
deg ee
o
a ainmen
o
man-
S.-A .
Tydsk . Bed y sl.
1983,
l4(l)
powe
goals
and
objec i es. Such p ocedu es a e essen ial
o o ganiza ion-wide success in achie ing manpowe
goals
and
will no occu h ough disjoin ed unc ional e o s.
One
o
he
mos
impo an
unc ions
o
con ol
and
e alua ion
is
o
guide
he
manpowe
planning ac i i ies h ough
ime,
iden i ying
he
causes
o
de ia ions om he plan.
Fun-
damen al
o
he
con ol
and
e alua ion p ocess a e
goals
and
objec i es
o
se e as ya ds icks in measu ing pe o -
mance. Di icul y in es ablishing
adequa e
and
accu a e
c i e ia in
no
sense nulli ies
he
manpowe
planne 's espon-
sibili y
o
e alua e.
Such a sys ema ic app oach
o
manpowe planning
allows
he
en e p ise
o
be p oac i e
a he
han
eac i e and o
manage
he
u u e
e ec i ely.
Inhe en in his
model
is
he
need
o
p o ision o
in-
e ac ion be ween
he
planne s
and
he
policy make s so ha
co po a e
goals, iming, a ailabili y
o
p oduc , eadiness
and
he
a ailabili y
o
manpowe
can
in e ac wi h economic
and
ma ke
o ecas s, acili ies, in es men plans and hus
p o ide
he
basis
o
es ablishing
manpowe
equi emen s.
A
manpowe
planning
ope a ion
can,
he e o e, consis o
a sequence
o
co po a e
policy,
co po a e
planning and
manpowe
equi emen s
and
o ecas s; u iliza ion
o
he
wo k o ce
and
he
de eloping
o
i
o
mee bo h cu en
and
u u e needs. Such a
model
will assis in making
deci-
sions wi h ega d
o
whe he
he
o ganiza ion should ain
p esen
manpowe
o
acqui e
he
necessa y skill,; om
ex-
e nal sou ces.
In
addi ion,
i allows
o
he
ansla ion
o
equi emen s
in o
budge s
and
goals
o
he
o ganiza ion.
Speci ici y
o
plans
will a y wi h
he
leng h
o
he plan-
ning pe iod. In
he
i s place,
he
planning pe iod should
p o ide
he
o ganiza ion wi h
adequa e
ime o make
necessa y
adjus men s
o
po en ial p oblems and needs
as
e ealed by he manpowe o ecas .
And
in he second
place,
he
leng h
o
he
planning ac i i ies wi hin
he
o ganiza ion.
In eg a ion
and
co-o dina ion
o
u u e plans
is
equi ed
in
o de
o
ensu e
o e all
planning
e ec i eness.
The
s eng h
o
aking a longe - ange app oach on a o al
o ganiza ional basis is
ha
needs, pa icula ly changing
e-
qui emen s,
a e
an icipa ed in ad ance
and
hey can be
me
a
minimum (op imum) cos s
o
he
o ganiza ion
and
max-
imum
bene i
o
he
indi idual.
Ul ima e success in
manpowe
planning
is
dependen on
he
calib e
o
he
ac ion
p og ammes
es ablished o
achie e
manpowe
objec i es;
he
abili y
o
he
o ganiza ion
o
implemen hese
p og ammes;
he
quali y
o
he
da a
bases used
o
p oduce he man-
powe in en o y
and
he
o ecas s
o
manpowe supply
and
demand;
(pe haps mos impo an ly)
he
deg ee
o
in eg a ion
o
manpowe planning wi h
o he
planning ac i i ies wi hin
he
o ganiza ion.
The ela ionship be ween s a egy, s uc u e
and
human esou ce managemen 17
S a egy
can
be de ined as
he
p ocess
h ough
which he
basic missions
and
objec i es
o
he
o ganiza ion a e se .
I includes
he
p ocess
h ough
which
he
o ganiza ion
u ilizes i s esou ces in
o de
o
achie e
i s ohjec i CS. The

S.
A .
J.
Bus.
Mgm . 1983,
14(2)
s uc u e
o
an
o ganiza ion can
be
seen
as
embodying
he
undamen al
di ision
o
labou . I also
desc ibes
he na u e
o
jobs
and agg ega es hem in o g oups/ unc ions.
The
s uc u e
o
an
o ganiza ion ollows om i s s a egy.
Human
esou ce managemen should
be
added o he
s a egic
a ena, ocusing on such
issues
as
i ing pe o -
mance
measu es
o s a egy; s uc u e (o ganiza ional
design);
ewa ds,
ca ee pa hing and leade ship
s yles.
The
undamen al
p oblem
o
s a egic managemen
lies
in
keep-
ing
s a egy,
s uc u e and human esou ce dimensions
o
he
o ganiza ion
in
di ec allignmen .
'The e
is
some hing o
be
gained h ough
sys ema i-
cally
ma ching
s a egy, s uc u e and
human
esou ce
managemen .
A bes , such ma ching
gi es
bo h
human
sa is ac ion and e ec i e o ganiza ional
pe o mance.' 18
In
he
pas human esou ce managemen has
been
la ge-
ly
missing
om
he gene al s a egic managemen a ena and
i
he
o ganii.a ion
is
o unc ion
e ec i ely,
human
esou ce
managemen
should
be
included
as
an in eg al pa o he
s a egic
a ena
o
he o ganiza ion.
The
s udy
Scope
and
me hod
o
in es iga ion
This
s udy
hoped o es ablish
i
Pe sonnel Manage s
pa -
icipa e
in
co po a e s a egy o ma ion
especially
om
he
human
esou ces
poin
o
iew.
The
image
o
he
pe son-
nel
manage
in
majo companies
was
gene ally speaking
bad,
playing
a mino ole
in
he
policy
decisions
in
he
i m.
The
hypo hesis
o
his s udy
was:
in he
1980's
he
pe son-
nel
manage
will
become
a pa
o
he op
managemen
eam
o
companies
because
human esou ce
managemen
is
a
i al
pa o he co po a e s a egy
o
he i m. Thus,
his
hypo hesis
was
es ed
in
his s udy. Mo e
speci ically,
he
objec i es
o
his s udy
we e:
-
o
es ablish i Pe sonnel Manage s
we e
pa
o
he
op
managemen
eam;
-
o
es ablish he ex en
o
hei pa icipa ion
in
he
co -
po a e planning p ocess;
-
o
es ablish
i
he e
is
any in e ela ionship
be ween
Human
Resou ce
Managemen and Co po a e
S a egy.
A ques ionnai e
was
d awn up and
all
esponden s
we e
o
be
in e iewed
pe sonally. The esponden
in
all
cases
was
he
head
o
he pe sonnel depa men
in
a company
lis ed
on he Johannesbu g S ock Exchange. The head
o
he
Pe sonnel depa men
was
he Pe sonnel Di ec o
in
some
cases,
he Pe sonnel Manage
in
o he
cases
and he
Human
Resou ce Manage
in
o he s.
Six y
i ms
we e
chosen,
en
each
om
he
ollowing
sec-
o s
lis ed
on he JSE: Financial; Insu ance;
Mining;
Pape
and
Packaging; Cons uc ion and Indus ial.
The
Companies
we e
chosen a andom
using
judgemen-
al
sampling. The au ho
belie es
ha
six y
companies
is
a ep esen a i e sample om he abo e-men ioned
sec o s.
A
la ge
sample would no ha e made any ma e ial
di -
e ence
o he esul s
o
his su ey.
The
ieldwo k
was
unde aken
in
No embe
1982
by
ained
pos -g adua e s uden s. 19 The comple ed ques ion-
nai es
we e
hen checked, analysed, and he
indings
abula ed. The esul s
o
he su ey a e p esen ed
below:
S7
Tabla
1 The pe sonnel manage as pa
o
he op
managemen eam
Yes
No
To al
No.
l o
50
10
<,()
83
17
100
The
majo i y
o
companies
in
he
sample
(83
pe
cen )
said
ha
he
head
o
pe sonnel
was
on
he
op
managemen
eam.
This
indica es
an
accep ance
o
he
impo ance
o
he
pe sonnel
unc ion.
I
would
appea
ha
in
he
se en een
pe
cen
no
inco po a ing
he
pe sonnel
manage
in
he
op
managemen
eam,
ha
he
pe sonnel
specialis
is
seen
as
academic,
heo e ical,
inexpe ienced
and
de ached
om
he
managemen .
Table
2 The pe sonnel manage s pa icipa ion in co -
po a e s a egy o ma ion
Yes
No
To al
No.
50
10
<,()
83
17
100
All
pe sonnel
manage s
who
a e
in
he
op
managemen
eam
(87
pe
cen
o
he
sample),
pa icipa e
in
he
co po a e
s a egy o ma ion
o
hei
companies.
This
indica es
ha
pe sonnel
manage s
who
a e
on
h~
exec~ i e
e~
o
hei
company a e
esponsible
o
ce am
pohcy
dec1S1ons
ha
will
in luence
s a egy
o ma ion
o
he
company
as
a
whole.
Tabla
3 How he pe sonnel manage pa icipa es in
co po a e s a egy o ma ion
No.
l o
Fo mal
mee ings
wi h
he
gene al
manage
47
78
In onnal
mee ings
wi h
he
gene al
manage
42
70
W i en epo s o he
gene al
manage
37
62
3S
SB
A
managemen
mee ings
s 8
O he
Mos
heads
o
pe sonnel
pa icipa e
in
co po al~
s a egy
o ma ion h ough
o mal
mee ings
as
well
as
m o mal
mee ings
wi h
he
gene al
manage .
W i en
epo s and
managemen
mee ings
also
play
a
ole.
.
Almos
all
pa icipa ion
in
co ~ a e
s ~a egy
o ~auon
b
pe sonnel
manage s
was
es nc ed
mamly
o
o~ 10usly
:ia ed
pe sonnel
unc ions
such
as:
he
company
s
men-
ali y
and
image,
he
company's
pe o mance
and
goals,
and
poli ical
and
social
ac o s.
Those
elemen s
o co po a e
58
Table
4 Aspec s
o
co po a e s a egy ha pe son-
nel manage s pa icipa e in
No.
.,,
The wid h and dep h
o
p oduc s
12
20
Deg ee
o
e ical in eg a ion
17
28
Geog aphic co e age
29
48
The choice
o
compe i i e weapons
IS
2S
The company's men ali y and image
4S
7S
The company's pe o mance and goals
4S
7S
Poli ical ac o s 44
73
Social ac o s 46 77
Economic ac o s
37
62
Ma ke ac o s
23
38
P oduc and echnological ac o s
12
20
Compe i i e ac o s
24
40
s a egy ha seem a i s un ela ed
o
pe sonnel. o e.g.
p oduc and echnology which bo h ha e a bea ing
on
ain-
ing. e enchmen
and
ec ui men seemed
o
ecei e
es ic ed a en ion.
Table 5
Do
pe sonnel manage s make p edic i e
judgemen s abou he u u e?
Yes
No
To al
No.
SI
9
(j()
.,.
8S
IS
100
Eigh y- i e pe cen
o
he pe sonnel manage s in e -
iewed claim o assis he gene al manage in making p edic-
i e judgemen s abou he u u e. All
o
hem quali ied hei
claims by indica ing ha decisions we e made pu ely
on
pe -
sonnel ela ed ma e s such as aining needs, manpowe
planning, indus ial ela ions, o ganiza ion s uc u e
and
skills in en o ies.
Table 6 Resou ces e alua ed by he pe sonnel
manage in conjunc ion wi h he gene al manage
No.
D o
Human esou ces
S8
97
Financial esou ces
IS
2S
Managemen esou ces 49
82
Ope a ional esou ces
17
28
Nine y-se en pe
~n
o
he pe sonnel manage s said ha
hey e alua e human esou ces
and
eigh y- wo pe cen
s a ed ha hey e alua ed managemen esou ces. This ind-
ing
is
as expec ed. Only
25
pe cen we e in ol ed in
e alua ing inancial esou ces. This seems s ange because
he pe sonnel manage will ha e
o
be in ol ed in he pe -
S.-A . Tydsk . Bed y sl.
1983,
l4(l)
Table 7 Does he gene al manage consul
he
pe -
sonnel manage wi h ega d
o
s a egic
al e na i es?
Yes
No
To al
No.
39
21
(j()
D o
6S
3S
100
sonnel budge . Only 28 pe cen we e in ol ed
in
ope a ional
esou ces. This has a bea ing
on
he
pe sonnel unc ion i
o example he company becomes capi al in ensi e and
has
o
lay
o
wo ke s.
Six y- i e pe cen
o
he pe sonnel manage s
claimed
ha
hey we e consul ed
by
he gene al manage wi h ega d o
he s a egic al e na i es acing
he
company in he u u e.
Howe e . i appea s
ha
his was
done
om he human
esou ce pe spec i e, o example, wi h e ical in eg a ion,
he
pe sonnel manage pa icipa es in he decision only
in
so a
as
i a ec s
he
labou
complemen .
Table 8 Does he pe sonnel manage ad ise
he
gene al manage on he o ganiza ional s uc u e
o
he i m?
Yes
No
To al
No .
S6
4
(j()
D o
93
7
100
Nine y- h ee pe cen
o
he pe sonnel manage s claimed
ha
hey we e in ol ed in ad ising he gene al manage on
he o ganiza ional s uc u e
o
he
i m. Al hough his
in
i sel is a good sign,
he
deg ee
o
which hey a e in ol ed
in his ad iso y capaci y. p obably di e s om indi idual
o indi idual. Fu he mo e, he
amoun
o
ad ice ac ually
accep ed will depend
on
he
pe sonali y
o
he gene al
manage
and
o
he
pe sonnel manage .
Table
9 Responsibili y o he iden i ica ion o middle
and op managemen in he i m
No.
D a
Gene al manage 7
12
Pe sonnel manage
14
23
Bo h
39
6S
To al
(j()
100
Bo h
he
gene al manage
and
he pe sonnel manage a e
esponsible o he iden i ica ion
o
middle
and
op manage-
men po en ial in
he
i m. This
is
he
co ec way
o
hand-
ling his ma e .
s.
A .
J.
Bus.
Mgm .
1983,
14(2)
eonc1u1lon
I
would
be
ue
o
say
in
gene al
ha
he
pe sonnel
manage
is
in ol ed
in
he o mula ion
o
co po a e s a egy
in
he
majo i y
o
companies
in
he sample. The
deg ee
o
in ol e-
men
was
no
absolu e. The pe sonnel manage
only
pa -
icipa ed
in
a eas adi ionally associa ed
wi h
pe sonnel.
The
pe sonnel
policies
o
a company depic
i s
basic
human
esou ces
philosophy and e lec
i s
belie
sys em
wi h
ega d
o
people.
In
some companies
people
a e
me ely
one
esou ce
amongs an a ay. Companies
using
an
ap-
p oach
based
on such a philosophy end o ope a e
wi h
ai ly
es ic i e
pe sonnel policies. A he opposi e
end
o
he
con inuum
a e hose companies
which
iew
hei
pe -
sonnel
as
hei mos i al esou ce. Such companies end
owa ds
pe sonnel policies
which
a e
ocussed
on
imp o -
ina
human
pe o mance. I appea s ha op managemen
is
beginning
o
app ecia e he ex en o
which
he human
esou ce
elemen
is
one
o
he
ew
g ow h esou ces
wi hin
he
company
s uc u e; mos o he asse s dep ecia e.
Since
human
esou ce
managemen
has
a majo impac on
indus-
ial
pe o mance and hence on p oduc i i y and
o gani7.8-
ional
pe o mance i
is
impe a i e ha he
o gani7.8 ion
en-
su e
ha
i s
co po a e s a egy
is
such ha
i
p o ides
scope
o
he
g ow h
and de elopmen
o
he pe sonnel
wi hin
he
o gani7.8 ion.
I
is
hose companies
who
suppo and
com-
plemen
he
concep
o
s a egic planning o he
people
o
he
o gani7.8 ion
in
conjunc ion wi h he o he
esou ces,
who
can
be
seen
o
be
conce ned
wi h
long e m, p o-ac i e
co po a e
policy
making.
Re e ences
I.
Acko ,
R.L. A
Concep
o
Co po a e
Planning,
New
Yo k: John
Wiley
and Sons, Inc.,
1970,
p.l.
2.
Jun, J. e
al.
Tomo ow's
O ganiza ions,
Glen iew, Illinois: Sco
Fi esman
and Co.,
1973,
p.165.
3.
Schendel,
D.E.
e
al.,
S a egic
Managemen .
Bos on: Li le
B own
and
Company,
1979,
p.265.
4.
Like ,
R.
The
Human
O ganiza ion,
New
Yo k: McG aw-Hill,
1967,
p.123.
S.
Fo
ins ance, con lic would occu i pe sonnel p og ammes
we e
no
59
i?
line
wi h
he
~hnical
equi emen s
o p oduc ion, and
he
c:ollec-
~on
o
con iden ial
da a
would
be
impossible
i clepanmen s
we e
no
ms lK ed
by
highe
managemen
o
e eal
his
in o ma ion
o
au ho iz.
ed
planne s.
6.
Filley,
A.
e
al.,
Manage ial
P ocess
and
O ganiia ional
b l niou .
Glen iew,
Illinois:
Sco
Fi esman
and Co.,
1969,
p.191.
'
7,
~nnel
Depanmen s
should
ha e
in o ma ion
ela ing
o
he
ollow-
mg
a eas:
Desiana ion
o
key
posi ions
in
he
o ganiza ion
-
incumben s;
-po en ial
eplacemen s;
Sala y
schedules;
E alua ion/app aisal
esul s;
Wo k
o ce
in o ma ion
-sepa a ion a es
and
absen eeism
s a is ics;
-
skills
in en o y;
-
ec ui ing:
sou ces,
cos s
and
ime
equi ed;
-job
designa ions
and
wage
a es;
- a io o
pe sonnel
s a o
wo k
o ce;
-in o ma ion
conce ning
union-managemen
ela ions
and u u e
p edic ions
in
his
a ea;
-
employee
se ices
and
bene i s.
8.
Fo
example,
alle ia ing
c ash
hi ing
and
aining
p og ammes
in
ela-
ion o p oduc ion booms and
skimps,
cos s
can
be
lowe ed
and
com-
pany
a mosphe e
and
mo ale
g ea ly
imp o ed.
9.
Bennis,
W.
e .
al.
The
Planning
o
Change,
New
Yo k:
Hol ,
Rineha
and Wins on,
1961,
p.260.
10.
Skinne ,
W.
'Big
ha ,
no
ca le:
Managing
Human
Resou ces',
in
Ha .
Bus.
Re .
Sep embe -Oc obe ,
1980,
p.114.
11.
Ewing,
D.W.
'Co po a e
Planning
a C oss oads,'
in
Ha .
&a.
Re .
July-Augus ,
1967,
p.38.
12.
S a ing
may
be
ega ded
as
'op imum'
when
a
he
igh
momen ,
he
o ganiza ion
is
p o ided
wi h
an
accep able
numbe
and
ype
o
pe sons
who
a e bo h
able
and
willing
o
do
he
necessa y
wo k.
13.
Cassell,
F.
'Manpowe Adminis a ion: A
new
ole
in
Co po a e
Managemen ,'
in
Wa man,
M.S.
e
al.
Eme ging
Concep s
in
Mm,age-
men ,
New
Yo k:
MacMillan,
1975,
p.170.
14.
See
amongs
o he s:
New on,
D.
'Manpowe
Planning,'
in
Ma ge ison,
C.,
e
al.
Planning
o
Human
Resou ces,
London:
Longmans
G een
and Co.,
1974.
IS.
Ibid.,
p.170.
16.
Ibid.,
p.
171.
17.
See
amongs
o he s:
Tickey,
N.M.
'S a egic
Hmnan
RCSOUIQ!
Manage,
men ,'
in
Sloan
managem.
Re .
Win e ,
1982.
18.
Schendel,
D.E.
e
al.
op.
ci .,
p.26S.
19.
The
au ho
wishes
10
hank
he
1982
pos g adua e
Highe
Diploma
in
Pe sonnd
Managemen
class
o
pa icipa ing
in
he
ieldwo k.