An evaluation of Human Resource Management practices at tertiary institutions in the Western Cape Province
Bingo, Lillian Zandile
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$$Background$$ Despite the masses of literature on HRM practices, there is little evidence of research studies that examine the evaluation (or lack thereof) of Human Resource Management (HRM) practices in educational settings such as tertiary institutions. The aim of this study was to assess to what extent tertiary institutions in the Western Cape Province evaluate their respective HRM functions. The ultimate goal of the study was to develop a model for HRM function evaluation, based upon the findings of the study. $$Research design$$ A qualitative research design was used for the purposes of this study which enabled the researcher to be intensively involved with the participants and to gain a thorough understanding of their behaviour as well as the motives for such behaviour. This study was undertaken at two tertiary institutions in the Western Cape Province. The target population was confined to the HRM departments, as well as their clients in the various faculties and departments at both institutions. The results of semi-structured interviews with respondents at both institutions A and B were thematically analysed. $$Findings$$ The empirical investigation revealed that the HRM function as a whole was not com-pletely evaluated at both institutions. It also revealed that HRM in its entirety, as viewed by faculties, departments and units, was lacking the capacity to deliver and provide an adequate service. The findings further indicated that HRM functions like recruitment and selection, per-formance management, compensation, training and development as well as employ-ee relations, were not evaluated in both of the institutions due to a lack of monitoring and evaluation mechanisms. The perception of HRM has changed for the better after the employment of Execu-tive Directors and the changes they implemented, especially the redeployment of some of the HRM staff to the faculties, departments and units within the institutions. The study further showed that HRM was viewed as a strategic partner and partici-pated in managements’ decision-making.