1. Tshwane University of Technology
Faculty of Humanities
Department of Education Studies
Educational Management
(EDU401T & EDU402T)
Presenter:
Dr Muavia Gallie (PhD)
Session 8
Week: 18 - 19 April 2011

2. Content
1. Introduction
2. 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.

3. Test 2
You will write a test, during the
first 30 minutes of our next
session. Monday students will
write their test on Tuesday at
16h00, due the the holiday
(Easter Monday).

4. 1. Introduction
Parties with an interest in education:
• Parents;
• Learners;
• The state;
• Organised teaching profession;
• General public.

5. 2. Human Resource Management defined
Process 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.

6. 3.1 Contractual relationship
A contract is an understanding or agreement which
exist between two persons with the intention of
creating 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).

7. 3.2 Other Service Benefits
1. Leave (vacation (12); sick (90-120); special sick; -
study purpose (1+1); - examination purpose
(1+1); - quarantine purpose; - participation in
sports and cultural activities; - urgent private
matters; - maternity purpose (84); extra-ordinary
circumstances;
2. Medical assistance;
3. Government housing;
4. Homeowners’ allowance scheme (pension fund;
full time; not lawfully married who benefit; dwelling
is registered);
5. Service bonus;
6. Resettlement expenses.

8. 4. Decision-making
Administrative and discretionary decision
making;
• Administrative managerial activities -
prescribed by law, rules and regulations;
• Discretionary - particular context or
situation;
- free judgement and opinion
- context of prevailing circumstances
- brings to bear experience, insight and
logic;
- always subject to some legal restraint

9. 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 receipts
in accordance with instructions;
• Principles applied as an administrative
management act;

10. 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 particular
circumstance, customs and
reasonableness.

11. 4.3 Other Discretion (UK)
• Discretio generalis = general
discretion;
• Discretio legalis = limits dictated
by applicable law;
• Discretio specialis = freedom to
decide is allowed due to
specialised skills and authority;

12. 4.4 Problems regarding
discretionary decision-making
• Case (1970) - learner lost finger when she
slipped and fell onto the moving lawnmover:
- dangerous nature of the lawnmover;
- time at which the lawn was mowed;
- typical behaviour of primary school children
at play
• Case (1982) - corporal punishment
- principal incorrectly exercised discretion;
- found guilty of assault

13. 4.5 Guidelines for
discretionary decision-making
• Existing legislation - variety
of legally correct possibilities;
• Quasi-judicial acts - the
application of the rules of
natural justice.

14. 5. Delegation (as means of
personnel development)
• With the transfer of the
necessary authority and
responsibility
• To complete a task within a
framework of predetermined
goals;
• Minister delegates to HoD;

15. 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.

16. 5.2 Forms of delegation
• Mandate permits;
• Deconcentration;
• Decentralisation

17. 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.

18. 6. Evaluation of personnel
• Process where a group or an individual is
evaluated to determine whether it has worked
efficiently and achieved its goals;
• Objectives of evaluation:
- inform personnel of aims and objectives;
- motivate personnel to work more;
- make remuneration and promotion
available;
- ensure management involvement in work
done.

19. 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 steps
involved;
• 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.

20. 7. Employment references
• Recommendations about prospective
employees normally in written or verbal form;
- defamation (libel, slander, privilege)
- negligent misrepresentation (subject of
sexual harassment-type allegation; forced to
resign under pressure);
• Administrators should not fear the threat of
defamation if they relied on truthful and well-
supported documentation while exercising
good faith and practising good judgement
to support the content of their references.

21. 8. Conclusion
• HRM is one of the most important
management activities;
• Among many and varied tasks and
responsibility of a contemporary
education manager;
• All about the establishment of a rapport,
and relationship with staff.

22. List of examination
questions will be
available by
Wednesday on
www.slideshare.net

23. Thank You!