Human resource management and the employment relationship
Domain 7: Human resource management and the employment relationship
This domain tests recruitment, training, motivation, appraisal and the legal framework governing employment in Namibia.
Core rules
- HR planning forecasts the number and skills of staff needed. Recruitment attracts applicants; selection chooses among them (interviews, tests, references).
- Induction introduces new staff to the organisation; training can be on-the-job or off-the-job. Appraisal reviews performance and identifies development needs.
- Motivation theories: Taylor (scientific management, pay as main motivator), Maslow (hierarchy from physiological to self-actualisation), Herzberg (hygiene factors prevent dissatisfaction; motivators such as achievement create satisfaction).
- Financial motivators: wages, salaries, commission, bonus, profit-sharing. Non-financial: recognition, responsibility, teamwork, flexible hours.
- Namibia's Labour Act 11 of 2007 sets rules on contracts, hours, leave, unfair dismissal and dispute resolution. Trade unions represent workers in collective bargaining.
Worked example
A call centre has high staff turnover. Exit interviews show new staff feel unprepared and supervisors rarely give feedback. The HR response should link to theory: improve induction and on-the-job training (skill gap), train supervisors to give recognition (Herzberg motivator), and review pay against the market (hygiene factor). Hiring more staff without fixing induction would repeat the problem.
Traps
Do not confuse recruitment with selection. Do not say Maslow's lower needs are always satisfied before higher needs in every workplace. Do not treat pay as the only motivator. Do not give legal advice beyond the syllabus; state the general principle and recommend checking the Act.