Strategiese mannekragbestuur : riglyne vir die toepassing daarvan in Suid-Afrikaanse ondernemings

Abstract

Daar bestaan geen twyfel nie dat vir 'n onderneming om suksesvol te wees, deeglik opgestelde en strategies beplande ondernemingsdoelwitte onontbeerlik is. Hierbenewens moet die missie van die onderneming duidelik uitgespel wees. Die rede vir die voorgenoemde vereistes is dat die politieke, wetlike, sosiale en kulturele omgewings waarbinne die moderne onderneming horn bevind, die huidige bestuursvraagstukke en probleme kompliseer. Vir mannekragbestuur in die besonder, is daar sekere faktore soos die gebrek aan geskoolde mannekrag en die vooruitgang op tegnologiese gebied, wat 'n belangrike rol in die besluitnemingsprosesse speel. Dit is dus belangrik dat alle besluitneming en beplanning ondersteun moet word met professioneel ontwikkelde strategiese mannekragbestuursfunksies wat op 'n sinvolle wyse in die praktyk deur die onderneming toegepas kan word. Alle mannekragbestuursprogramme-, aktiwiteite en -stelsels moet dus so ontwikkel word dat aan die vereistes en beperkinge van die onderneming asook sy eksterne omgewing voldoen word. Die bestaande teoretiese beginsels en modelle ten opsigte van strategiese mannekragbestuur is in diepte ontleed, waarop 'n empiriese studie gevolg het om vas te stel in watter mate strategiese mannekragbestuur in vervaardigingsondernemings in die Pretoria/Witwatersrand/Vereeniging/KwaNdebele-streek bedryf word. Uit die ondersoek het verskeie insiggewende bevindinge na vore getree soos onder meer die gebrek aan deeglike strategiese mannekragbeplanning en voorsiening asook strategiese mannekragopleiding en ontwikkeling. Dit het dus duidelik na vore gekom dat die strategiese mannekragbestuursbenadering nog nie ten volle gevestig is nie, en daar 'n behoefte bestaan vir die daarstelling van die nodige riglyne in die verband. 'n Model is vervolgens ontwikkel wat in hierdie behoefte sal voorsien.

There is no doubt that, for an enterprise to be successful, soundly formulated and strategically planned goals are essential. In addition, the mission of the enterprise must be clearly defined. The reason for these requirements is that the political, legal, social and cultural environments in which the modern enterprise operates, complicate existing management difficulties and problems. Particularly in regard to human resource management, there are certain factors like the shortage of skilled manpower and technological progress, which play an important role in the decisionmaking process. It is important therefore that all decision making and planning must be supported by professionally developed strategic human resource management functions which can be meaningfully applied in practice by the enterprise. All human resource management programmes, activities and systems must therefore be so designed that they conform with the needs and constraints of the enterprise, as well as with its external environment. The existing theoretical principles and models relating to strategic human resource management, have been analysed in depth and was followed by an empirical study to determine to what extent strategic human resource management was being applied in manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/ KwaNdebele region.

There is no doubt that, for an enterprise to be successful, soundly formulated and strategically planned goals are essential. In addition, the mission of the enterprise must be clearly defined. The reason for these requirements is that the political, legal, social and cultural environments in which the modern enterprise operates, complicate existing management difficulties and problems. Particularly in regard to human resource management, there are certain factors like the shortage of skilled manpower and technological progress, which play an important role in the decisionmaking process. It is important therefore that all decision making and planning must be supported by professionally developed strategic human resource management functions which can be meaningfully applied in practice by the enterprise. All human resource management programmes, activities and systems must therefore be so designed that they conform with the needs and constraints of the enterprise, as well as with its external environment. The existing theoretical principles and models relating to strategic human resource management, have been analysed in depth and was followed by an empirical study to determine to what extent strategic human resource management was being applied in manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/ KwaNdebele region.