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
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muavia@mweb.co.za
Content
1. Introduction
2. 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.
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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.
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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.
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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 restraint
4.1 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;
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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;
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6. 4.4 Problems regarding
discretionary 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 for
discretionary decision-making
• Existing legislation - variety
of legally correct possibilities;
• Quasi-judicial acts - the
application of the rules of
natural justice.
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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.
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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.
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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.
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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.
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11. Thank You!
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