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Essay / Research Paper Abstract
This 10 page paper considers how human resource management is developing in South Africa in order to meet the commercial need to compete in the global economy. The paper argues that the patterns followed have many similarities with the main accepted theories, but that the way the move from personnel administration towards HRM is taking place is very different. These differences reflect the social and cultural history and values of the country and see human relations school of though emerging under a co-operative collectivism model. The bibliography cites 7 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEsafricahrm.rtf
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Unformatted sample text from the term paper:
productivity to be maximised and qualities that may attract international investment or create comparative advantages to be leveraged by the country as well as companies seeking to compete in a
global economy in the country. South Africa is a country that was left behind for many years, a former colony of the Untied Kingdom which suffered from an apartheid
regime has resulted in a society that is still divided and large social chasms between the different classes. However, with the apartheid there were also many trade restriction, companies and
countries refused to undertake trade with the country until the apartheid regime ended. This resulted in a country that was isolated and insular in the commercial practices. Some multinational companies
retained a presence, so there was not total isolation. The level was such the global influences were limited for many years. Today there is still the need to develop
competitive and efficient HRM practices. The social and commercial development the country are developing hand in hand, with slow progress being made in social equality being reflected in the slow
development of HRM practises. Many of these may be seen as reflecting the knowledge that already exists, based on known theories, but in a proportional presence that is different to
another country. To consider this we first need to look at the evidence of HRM practices in South Africa and how they are changing. It has been noted in
many studies that the trend has been to look for more localised practices in HRM by the employees in South Africa (Templar et al, 1997). The roots for the development
may be seen in terms of the social history and the desire for equality, a conditions that many western countries have never known, and even where these conditions have been
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