Human Resource Policies: Key Concepts, Collaboration, and Individual Assignment

This article discusses the key concepts of human resource policies, collaboration, and individual assignments. It covers topics such as performance management, recruitment and selection, performance appraisal, and training and development policies. It also explores how local culture can influence employee relations and provides an analysis of Rampar Trading (PTY) LTD policies. The article concludes with recommendations for improving human resource policies.

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KEY CONCEPT, COLLABORATION, INDIVIDUAL ASSIGNMENT
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Part A: Key Concept
Uniformity within an organization for purposes of necessitate differentiation and
adaptability is pegged on key elements that concern performance management. Performance
management is often carried out by human resource managers through planning policies,
monitoring the employee performance and review an employee contribution to the organization
(Christensen Hughes and Rog 2008). Human resource policies relating to recruitment and
selection, performance appraisal and training and development and linked together.
The link between these polices is established through three processes of management
cycle that begins with planning, followed by on-going process through monitoring and review of
evaluation through performance appraisal. As a result, recruitment and selection, performance
appraisal as well as training and development policies are likely to be similar in different
countries and regions with respect to performance management cycle (Farndale, Scullion and
Sparrow 2010). During the planning phase, the human resource managers are mandated to
review the employee’s duties in order to determine whether it reflects the current activities as
well as relates to the recruitment and selection policies of an organization.
This is achieved through establishing links between work plan, organization’s objectives
and strategic policy implementation. Consequently, the human resource management will
identify key areas that an employee can be evaluated in a given year, training objectives that
employee is required to improve skills and competencies as well as developing objectives for the
long-term (Armstrong and Taylor 2014). The challenging role that the human resource managers
go through is developing success indicators based on SMART objectives.

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Moreover, the relation between the policies depend on monitoring process (Veal 2017).
The human resource managers are expected to assess the progress in relation to performance
objectives that require performance appraisal. Therefore, monitoring plays a significant role in
identifying barriers that may hinder the performance of the employees. In essence, human
resource managers share feedback on the progress to determine whether they meet objectives.
This is achieved through identifying changes that can enhance the performance of employees as
well as determining whether the employees need training in specific areas (Nankervis et al
2013). Feedback with regards to employee performance relies on key aspects such as listening,
agreeing on a set of action plan and follow ups.
Performance appraisal play a significant role in helping the employee review and identify
key issues over a given period (Roberts 2003). Performance appraisal is related to other policies
discussed above as a result of monitoring whether recruited employees are best suited to perform
their tasks or require training and development in order to meet objectives of an organization. In
order for the three human resources to function together, they have to depend on a performance
evaluation system that aims at determining whether the employees are performing their duties as
expected by the objectives on an organization (Jaksic and Jaksic 2013).
The evaluation of employee performance is dependent on a system that allows human
resource managers to give feedback based on performance assessments. There are several
employee appraisal system that can be implemented. For instance, the assessment should aim at
providing positive feedback, has the ability to answer the employees questions regarding their
performances, offer employees training and development opportunities as well as providing basis
for termination, disciplinary action and promotions (Hubbard, Rice and Galvin 2014).

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Part B: Collaboration
Culture is big term that refers to beliefs and practices that influence behavior
unconsciously. More so, local culture plays a significant role in creating specific challenges for
human resource department. As a result, cultural practices may influence certain policies and
development goals that might be challenged by current issues affecting the business (Aycan
2005). The cultural practices of a particular area in which a business is located can influence
hiring decisions. For instance, a business that opens up in a place that has a high number of
graduating students is likely to offer better chances to graduates. In this regard, the human
resource policy on hiring will be influenced through lowering or raising the hiring standards to
accommodate the local culture. Besides, culture plays a significant role in influencing employee
relations.
An example of how culture influences employee relations includes rudeness when
touching an employee during a conversation (Aycan et al 2000). On the other hand, some
business require interaction and fun loving environment which will necessitate adjustment of
standards. Moreover, the local culture has the potential to pose danger to employee relationship
such as sexual harassment. Besides, local culture can influence discrimination against the
minority groups such as disabled, women and people of color. Lastly, local culture has an
influence on the communication styles adopted by various organizations. Problems may get out
of hand in an institution where communication channels are unclear. Therefore, businesses need
to establish communication channels that are clear and reliable to the people they interact with
directly and indirectly.
Part C: Individual Assignment

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Human resource policies are formulate to suit an organizations business strategy. For this
reason, it is significant to understand Dodo’s in South Africa by evaluating Rampar Trading
(PTY) LTD which is the company that owns Dodo’s. The company was founded in 1970 as a
family business which had started back in 1905 before it decided to venture in the footwear
industry. Ever since, the company has grown to become a leading retail business in South Africa
(Dodos 2018). The company has more than 280 stores and a manufacturing factory whose
production stands at 200,000 shoes on a weekly basis. The company outsources leather form the
local market and consumes more than half of South Africa’s hides.
The first shoe store was opened in 1989 and the company promised its consumers to
provide high quality shoes at competitive prices. The target market for the company was the
lower income segment. Later, the company adjusted its target market and began to focus on
emerging, middle income earners through fashionable footwear (Dodos 2018). At this point the
company decide to change its name from Streetbeat to Dodo’s. The company has an elaborate
human resources policy as a result of its strategy that focuses in different countries including
Botswana, Namibia, Lesotho and Swaziland.
The company selects its locations strategically in shopping centers and strip malls across
the country. The company has positioned itself in the shoe and fashion industry by targeting the
young generation through understanding their choice and purchase patterns to evaluate their
needs (Perlmutter 1969). The company creates awareness through marketing efforts that have
since been outstanding. For this reasons, the company has adaptable policies that help them to
gain competitive advantage, improved communication, trends, corporate social responsibility
initiatives and objectives (Dodos 2018).

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There are several theories in human resource and organizational behavior that informs
policies that are adopted by Rampar Trading (PTY) LTD regarding how the company is being
managed. These theories assist in how management behavior and systems have both negative
and positive influence on workplace behavior. There are several factors that are associated with
employee behavior such as organizational structure and roles. Also, employee behavior involves
characteristics such as personality and values as well as other cultures such as decision making,
motivation and job satisfaction. As a result, these human resources theories and organizational
behavior are borrowed from different fields. Among these fields include psychology, sociology,
anthropology and engineering.
Theories of performance indicate that human resource objective is to realize more
efficient and effective overall job performance through motivation and commitment. According
to Henri Fayol workers tend to improve their overall productivity when the management is more
efficient. Consequently, the theories of performance led to emergence of various functions of
management such as organizing, planning and controlling. Ramper Trading (PTY) LTD defines
performance management as the process that involves directing with an aim of enhancing
employee performance to achieve the desired goals of the organization (Buller and McEvoy
2012). The objective of Dodo’s brand based in theory of performance aims to improve the
company performance by matching the company’s goals to individual talents, motivate
employees by encouraging individual growth, recognizing employees by offering rewards and
incentives, and providing training support.
Maslow’s hierarchy of needs is also a motivational theory that is applied by human
resource department through solving the needs of employees in terms of priority. It implies that

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employees will satisfy their needs beginning with food and shelter, job security, relationships,
recognition and work that is fulfilling in that order.
Analysis of Rampar Trading (PTY) LTD Policies
The internal coherence of Dodo’s human resource policies are pegged on upholding the
highest moral and ethical standards that are accepted across the world (Bamberger, Meshoulam,
and Biron 2014). The company’s success is also associated to the high standards followed by the
employees. Rampar Trading (PTY) LTD policies are classified under different sections.
The Code of Conduct
The code of conduct policy of the company is structured to prevent staff members from
influencing decision making between the company and other stakeholders through promotion of
friendship. The staff members are not allowed to associate themselves with remuneration and
other benefits without the consent of the head of department which should be provided in
writing. Dodo’s staff are not allowed to accept gifts or cash equivalent from business associate of
the company as a measure against corruption. Besides, the employees are not allowed to share
confidential company’s information with outsiders. Moreover, they are not allowed to breach
company’s security in search of data that would jeopardize the integrity of the organization. If
any information is to be shared it has to have the approval of the company’s CEO.
Forms of Disciplinary Action
The company has a strong and elaborate policy on forms of disciplinary action which
includes verbal and informal reprimand as well as written warning. Verbal and informal
reprimand addresses daily corrective instructions, discussion and counseling. More so, it relates
to the identification of unaccepted behavior. The verbal and informal reprimand are aimed at

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enhancing understanding of employees about the consequences of misconduct in the workplace.
On the other hand, written warning are provided when the verbal and informal reprimand
policies are inadequate. The employee is also made aware and discuss final written warnings
with the authorities. There are specific people within Dodo’s company that are allowed to issue
final written warning such as area managers, operation managers and directors of the company.
Recruitments Policy
Dodo’s company policy on recruitment is established with an aim of directing as well as
disciplining the procedures developed for recruiting. The company’s recruitment policy is based
on the prerequisite of Employment Equity Act of 1998 and Labor Relations Act 66 of 1995. The
policy suggests the requirements that are to be met during the implementation of selection and
recruitment in order to attract most suitable candidate for the job based on performance
objectives. The company policy on recruitment offers recruitment opportunities of new positions
to internal candidates before outsiders are considered. Dodo’s policy on recruitment encourages
uniformity through eliminating forms of prejudice during the recruitment process.
New Employees
New employee’s policy is centered on human resource and suggest that new employees
have to be vetted by the Human Resources Manager at Dodos. The company has the right to
check employees credit score and criminal record at any time. Besides, employees are to be
employed on the first business day of the month. If an employee at Dodo’s fails to return
employee agreement before the fifth day of the month will result in failure to be paid at the end
of the month. Moreover, whenever an employee is on probation, he/she is not permitted to enroll

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to the Provident Fund. Lastly the CV, copy of ID and employee contract should be returned to
the head office HR for filing.
Recommendations and conclusion
Rampar Trading (PTY) LTD is a business that relies on its stakeholders for growth. As a
result, human resource strategies should be aimed at encouraging productivity to maximize
growth. Therefore, human resource professionals at Dodo’s should play an important role in
developing strategies that are aligned to the company’s goals (Lengnick-Hall et al 2009). The
company should consider strategic vision in their recruitment and selection policy because
effective human resource strategies cannot exist in limbo. In order to for the recruitment policy
to be effective, it has to be aligned with the goals of the company. The integration is significant
for the company because it provides the direction of the company so as to select the best team
that will direct the company to achieve its purpose. Human resources should encourage
alignment of recruitment policies with vision while considering the internal and external
environment of the business (Roberson and Stevens 2006).
Further, Dodo’s should consider demographics when recruiting new employees. For this
reason, the company aging population is associate to high staffing, training and retaining costs
(Bell and Narz 2007). Therefore, while developing its policy on new employees, the company
should examine the demographics to determine gaps that exist between the company’s skills and
needed skills that match the vision of the company. The company will enjoy competitive
advantage if the human resource will strive to fill the gaps when recruiting new employees.
Communication and transfer of knowledge is important in improving the code of conduct
between employees. Sharing of information between departments plays a significant role in

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guaranteeing sustainability as well as less impact on effectiveness and productivity of Dodo’s.
The significance of transfer of information is that it helps facilitate easy and quick decision
making process that is related to the code of conduct among employees (Tarique & Schuler
2010).
Lack of elaborate human resource policies is likely to increase challenges in managing a
company. For this reason, these human resource policies are significant in sustaining a business
and helping employees become motivated which increases productivity of the company.
Therefore, human resources policies are aimed at reducing risk related to liabilities associated to
unfair employment practices. The policies are meant to restrict acts of discrimination such as
age, sex, disability among other forms of prejudice (Thite, Wilkinson and Shah 2012). Human
resource policies are also significant in enhancing employee confidence and motivation that is
needed to achieve the company’s objective. Besides, human resource helps to support
organization direction by aligning policies with future demands of the company.

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