TUT EDU420 Session 5 - Human resource management in education

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  • DR Gallie i cant find HRM questions. thak you
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  • when session 6,7 is gonna available?
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  • Good day, Dr Muavia Gallie.I can't foud questions of TUT EDU420 Session 5-Human resource management in education.from ZODWA MTHEMBU
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TUT EDU420 Session 5 - Human resource management in education

  1. 1. Tshwane University of Technology Faculty of Humanities Department of Education Studies Education Management 4 - Session 5 - Human Resource Management in Education Presenter: Dr Muavia Gallie (PhD) 5 March 2012 1 muavia@mweb.co.za Content1.  Introduction2.  Human Resource Management defined;3.  Contractual relationship;4.  Decision-making;5.  Delegation (as means of personnel development);6.  Evaluation of personnel;7.  Employment references;8.  Conclusion. 1
  2. 2. 1. Introduction Parties with an interest in education: •  Parents; •  Learners; •  The state; •  Organised teaching profession; •  General public.2. Human Resource Management defined Process that focuses on the needs of the employee ??? (teaching-non-teaching; inside-outside; governance- professional; administrative/managerial-leadership);Focus of managers:•  Recruit, screen and appoint most suitable staff;•  Induct staff to ensure productivity;•  Evaluate staff skilfully, fairly and open communication;•  Develop and exploit human resources optimally;•  Monitor internal motivational levels within a healthy, stress- controlled framework;•  Utilise responsible planning, organisation, leadership and control to manage participants and interested parties. 2
  3. 3. 3.1 Contractual relationship A contract is an understanding or agreement which exist between two persons with the intention of creating an obligation;•  Includes spiritual and physical labour;•  Employee surrenders a measure of freedom;•  Failure/refusal to render service = breach of contract;•  May withdraw from contract of service;•  Inability to do agreed word --> dismissal;•  Employer obliged to reward employee;•  Pay of money or other forms of payment;•  Contract of status - unequal bargaining position;•  Conditions of service subject to provisions (Bill of Rights, EEA, LRA, PAM, ELRC, PSCBC). 3.2 Other Service Benefits 1.  Leave (vacation (12); sick (90-120); special sick; - study purpose (1+1); - examination purpose (1+1); - quarantine purpose; - participation in sports and cultural activities; - urgent private matters; - maternity purpose (84); extra-ordinary circumstances; 2.  Medical assistance; 3.  Government housing; 4.  Homeowners allowance scheme (pension fund; full time; not lawfully married who benefit; dwelling is registered); 5.  Service bonus; 6.  Resettlement expenses. 3
  4. 4. 4. Decision-making Administrative and discretionary decision making;•  Administrative managerial activities - prescribed by law, rules and regulations;•  Discretionary - particular context or situation; - free judgement and opinion - context of prevailing circumstances - brings to bear experience, insight and logic; - always subject to some legal restraint4.1 Administrative managerial activity•  Consists of regulatory activities;•  Rules are used to regulate activities•  Execution of formulated policy from a position of authority;•  Example: weekly attendance register by education; issuing school fund receipts in accordance with instructions;•  Principles applied as an administrative management act; 4
  5. 5. 4.2 Discretionary managerial activity•  Use of personal or one s own judgement•  In accordance with rules and the principles of reasonableness and fairness;•  It is not arbitrary, unfettered or unlimited;•  May not be used to enforce personal will or judgement of a person;•  Always after considering existing laws and rules, as well as the nature of the particular circumstance, customs and reasonableness. 4.3 Other Discretion (UK) •  Discretio generalis = general discretion; •  Discretio legalis = limits dictated by applicable law; •  Discretio specialis = freedom to decide is allowed due to specialised skills and authority; 5
  6. 6. 4.4 Problems regardingdiscretionary decision-making•  Case (1970) - learner lost finger when she slipped and fell onto the moving lawnmover: - dangerous nature of the lawnmover; - time at which the lawn was mowed; - typical behaviour of primary school children at play•  Case (1982) - corporal punishment - principal incorrectly exercised discretion; - found guilty of assault 4.5 Guidelines fordiscretionary decision-making•  Existing legislation - variety of legally correct possibilities;•  Quasi-judicial acts - the application of the rules of natural justice. 6
  7. 7. 5. Delegation (as means of personnel development) •  With the transfer of the necessary authority and responsibility •  To complete a task within a framework of predetermined goals; •  Minister delegates to HoD; 5.1 Reasons for delegation•  Creates more effective work performance;•  Concentrate on more important issues;•  Makes use of expertise of the variety of personnel;•  Important tool in developing personnel;•  A form of training with a view to promotion;•  Infuses the staff with a sense of satisfaction in being participants;•  Sense of co-responsibility. 7
  8. 8. 5.2 Forms of delegation •  Mandate permits (mechanical execution of instruction by a subordinate without exercising any discretion); •  Deconcentration (allows subordinate a reasonable measure of discretion in executing the task; •  Decentralisation (allows a person the highest degree of discretion in carrying out an instruction but makes it legally responsibile for completing the teask.5.3 Requirements for valid delegation •  Must weighted up against the ability of the member of staff to perform task; •  Complexity of the delegated task; •  Importance of the delegated task; •  Section 238 of the Constitution; •  Section 6(2)(a)(ii) of the Promotion of Administrative Justice Act. 8
  9. 9. 6. Evaluation of personnel •  Process where a group or an individual is evaluated to determine whether it has worked efficiently and achieved its goals; •  Objectives of evaluation: - inform personnel of aims and objectives; - motivate personnel to work more; - make remuneration and promotion available; - ensure management involvement in work done. 6.1 Requirements for evaluation•  Procedures and instructions; - process of achievement evaluation; - promotion of education staff; - give staff clear explanation on criteria used, procedures and steps involved;•  Rules of natural justice; - should give attention to staff; - must evaluate personnel regularly + continually; - establish sufficient communication; - results should be discussed openly; - allow staff to state their case; - must be put to elicit defence; - must act impartial and objectively;•  Confidentiality - respect educator s right to have confidentiality; - Disclosure of confidential information is inadmissible. 9
  10. 10. 7. Employment references•  Recommendations about prospective employees normally in written or verbal form; - defamation (libel, slander, privilege) - negligent misrepresentation (subject of sexual harassment-type allegation; forced to resign under pressure);•  Administrators should not fear the threat of defamation if they relied on truthful and well- supported documentation while exercising good faith and practising good judgement to support the content of their references. 8. Conclusion•  HRM is one of the most important management activities;•  Among many and varied tasks and responsibility of a contemporary education manager;•  All about the establishment of a rapport, and relationship with staff. 10
  11. 11. Thank You! 11

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