This volume addresses the shortage of knowledge about the nature, diversity and context of HRM in Africa and highlights the important trends and patterns that have been emerging on the continent.

This book explores the effective management of HR functions in an African context. While previous research has thoroughly explored central issues such as staffing, benefits, employee relations, and HR compliance, other topics such as appraisals, promotion, succession planning, and exits have rarely been considered. The author draws on empirical research and incorporates contextual issues such as technology, politics, culture, and economics to enrich readers’ understanding of HR in Africa’s emerging economies. By highlighting theoretical underpinnings while also placing emphasis on the practical relevance of HR issues, this book offers an insightful guide for students and scholars interested in HR and management in developing economies.

This volume addresses the shortage of knowledge about the nature, diversity and context of HRM in Africa and highlights the important trends and patterns that have been emerging on the continent.

Book & CD. This fourth edition makes it clear that all who are interested in the sustainability of South Africa -- and Africa -- must put human resource management (HRM) at the very core of the management of organisations generally. The content is aligned to outcomes that are geared towards analytical and critical thinking about the theory and practice of HRM in South Africa. The African context is addressed, and ample information about HRM aspects 'elsewhere in Africa' is provided. This edition breaks away even further from the traditional structure of so many standard HRM textbooks. It challenges a broadening of the 'agenda' and scope of HRM work: HRM is not only about managing employees, but also about managing the work and the people who do the work of and in organisations. This may involve alternative ways of getting the work of organisations done superiorly. This book will help you to apply HRM effectively to achieve its ultimate aim, namely to add value to people, to organisations and to society. This comprehensive book is organised around themes such as: Developing an appreciation for the context of HRM in South Africa; Strategising, designing and planning as preparatory HRM work; Sourcing work talent; Facing the countrys people empowerment challenge; Meeting the reward and care challenge; Handling labour and employee relations challenges; Championing change and transformation; Managing HRM-related information, including HRM and sustainability reporting. Based on most recent theoretical developments, the emphasis is on the practical applications. Samples of relevant documents are included, and an accompanying CD contains a wealth of relevant resources as well as a continuing, integrating case study that serves as a basis for these applications, and individual and group activities. As a package, South African Human Resource Management will be extremely valuable to both current and aspirant managers, and human resource practitioners.

Human Resources Management 8e provides an introduction to human resource management for undergraduate students at universities and universities of technology. It considers changes in market conditions and focuses on the current HR climate with in greater business and economic context, both within southern Africa and the international community.

Grobler and Wärnich’s market-leading text has long been regarded as the most comprehensive and user-friendly book available for those studying Human Resource Management in South Africa. Written from a business management perspective, it not only addresses the traditional core Human Resource activities but also provides the reader with insight into future Human Resource challenges.

This book addresses the application of sustainable HRM principles within tourism in the specific context of Africa, a neglected area of study. It draws on diverse aspects of HRM, from the micro- (individual) through the meso-level (organisational) to the macro-level (policy, governmental). It also reflects the diverse challenges facing a critical area within emerging African tourism, that of its workforce. The book is substantially research-based and provides a state-of-the-art picture of emergent studies in this area, drawing on case examples from a wide-range of African contexts. As such, it provides a comprehensive resource and starts discussion in an emergent research area.

Focusing on HRM developments in thirteen developing countries across Asia, Africa and the Middle East, this book explores the contextual functions of HR in these countries. In addition, it analyzes the more general issues of HRM in cross-national settings to give readers an understanding of HR that is both comparative and contextual. Covering the policies and practices of China, South Korea, Taiwan, India, Nepal, Pakistan, Iran, Saudi Arabia, Algeria, Nigeria, Ghana, Kenya and South Africa, each chapter follows a framework that draws out all of the unique and diverse configurations of HRM. This important text is an invaluable resource for all HRM practitioners, students and scholars of HRM, international HRM and international business.

Since its original publication in 2000, this text has been intended for students studying HRM for the first time. Its major features are its comprehensive and wide-ranging nature which deals with all major aspects of HRM in a down to earth and practical way, alongside the necessary theoretical underpinning. The key strength is its accessibility to students new to the subject area where it combines a clear explanation with numerous relevant and interesting cases and comments. The range and nature of HRM is fully illustrated by a combination of real life and fictional case studies which heighten awareness of key issues involved in HRM today. This new edition will continue to be appropriate for undergraduate courses, especially first and second year students studying an HRM degree but also for post-graduate courses where many students are new to the field of HRM. It continues to be divided into 12 chapters to provide one topic a week on a modular course, but it may be extended into two semesters. It has been revised to place a greater emphasis on the role of human resources in improving organisational and employee performance. These revisions include the greater use of technology in resourcing and development areas, the change of emphasis from ‘recruitment/selection’ to ‘talent management’ and the use of social networking developments as an aid to HR management. Recent legal developments will also be covered including those relating to age discrimination and the regulation of agency workers. It will be supported by a supplement for tutors and additional web-based cases and other materials for tutors and students.