Transcript
Tshwane University of Technology
Faculty of HumanitiesDepartment of Education Studies
Educational Management(EDU401T & EDU402T)
Presenter:Dr Muavia Gallie (PhD)
Session 8Week: 18 - 19 April 2011
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.
Test 2You will write a test, during the
first 30 minutes of our nextsession. Monday students willwrite their test on Tuesday at16h00, due the the holiday
(Easter Monday).
1. Introduction
Parties with an interest in education:• Parents;• Learners;• The state;• Organised teaching profession;• General public.
2. Human Resource Management definedProcess 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.
3.1 Contractual relationshipA contract is an understanding or agreement whichexist between two persons with the intention ofcreating 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 Benefits1. Leave (vacation (12); sick (90-120); special sick; -
study purpose (1+1); - examination purpose(1+1); - quarantine purpose; - participation insports and cultural activities; - urgent privatematters; - maternity purpose (84); extra-ordinarycircumstances;
2. Medical assistance;3. Government housing;4. Homeowners’ allowance scheme (pension fund;
full time; not lawfully married who benefit; dwellingis registered);
5. Service bonus;6. Resettlement expenses.
4. Decision-makingAdministrative and discretionary decisionmaking;
• Administrative managerial activities -prescribed by law, rules and regulations;
• Discretionary - particular context orsituation;- free judgement and opinion- context of prevailing circumstances- brings to bear experience, insight andlogic;- 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 receiptsin accordance with instructions;
• Principles applied as an administrativemanagement act;
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 particularcircumstance, customs andreasonableness.
4.3 Other Discretion (UK)• Discretio generalis = general
discretion;• Discretio legalis = limits dictated
by applicable law;• Discretio specialis = freedom to
decide is allowed due tospecialised skills and authority;
4.4 Problems regardingdiscretionary decision-making
• Case (1970) - learner lost finger when sheslipped and fell onto the moving lawnmover:- dangerous nature of the lawnmover;- time at which the lawn was mowed;- typical behaviour of primary school childrenat play
• Case (1982) - corporal punishment- principal incorrectly exercised discretion;- found guilty of assault
4.5 Guidelines fordiscretionary decision-making
• Existing legislation - varietyof legally correct possibilities;
• Quasi-judicial acts - theapplication of the rules ofnatural justice.
5. Delegation (as means ofpersonnel development)
• With the transfer of thenecessary authority andresponsibility
• To complete a task within aframework of predeterminedgoals;
• 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.
5.2 Forms of delegation
•Mandate permits;•Deconcentration;•Decentralisation
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.
6. Evaluation of personnel• Process where a group or an individual is
evaluated to determine whether it has workedefficiently and achieved its goals;
• Objectives of evaluation:- inform personnel of aims and objectives;- motivate personnel to work more;- make remuneration and promotionavailable;- ensure management involvement in workdone.
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 stepsinvolved;
• 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.
7. Employment references• Recommendations about prospective
employees normally in written or verbal form;- defamation (libel, slander, privilege)- negligent misrepresentation (subject ofsexual harassment-type allegation; forced toresign under pressure);
• Administrators should not fear the threat ofdefamation if they relied on truthful and well-supported documentation while exercisinggood faith and practising good judgementto support the content of their references.
8. Conclusion
• HRM is one of the most importantmanagement activities;
• Among many and varied tasks andresponsibility of a contemporaryeducation manager;
• All about the establishment of a rapport,and relationship with staff.
List of examinationquestions will be
available byWednesday on
www.slideshare.net
Thank You!
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