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1. Developing Human capital and Social capital in strategic
management
1.a. Human Capital Development Strategy.
The purpose of Human Capital Development Strategy is to provide for:
· Integrated talent management and high performance culture for competitiveness and sustainability
· Accelerated joint appointments with academic institutions and research organizations
· Expand the Professional Development Programme for knowledge management, skills transfer and youth development.
· Encourage academic research and development collaboration initiatives
· Organizational design, development, change management culture and systems for efficiency and effectiveness
Our objective is to integrate talented people into our systems, management team and develop capable managers who can deliver on business strategy. We seek to apply best-people practices within our organization.
Skills Development and Employment Equity Compliance
Training is strategically planned by means of our Workplace Skills Pla n (which is aligned to our Sector Skills Plan and National Skills Development Strategy). This in turn is aligned to our organizational goals and objectives.
ARC continues to strive and to comply with The Employment Equity Act , which lays out our succession planning across all occupational groups in our organization also based on scares and critical skills in the country and in addressing previous disparities.
Quality Education and Training Through Our Training and Advisory
Services
ARC has an integrated quality management system to monitor the quality of education, training and development within ARC as a results all of our facilitators, coaches, mentors, assessors and moderators who are trained to national qualification standards, are accredited by relevant partners..
They in turn offer off-the-shelve education and training courses and researched based material and information to our small holds and commercial farmers including government entities and communities through our Training and Advisory Unit in the Technology Transfer Division.
Our Passion for Excellence in Research and Development
ARC is passionate about creating a unique experience for staff to realize their potential, a platform where smart minds can find the support, interaction and knowledge to help them shine even brighter. Joining the ARC is a lifetime investment in personal growth, as we are committed to the continued professional development of our people.
If you are passionate about natural science, research and development and agricultural engineering and technology transfer ARC may be the right employer for you?
· At the you'll find a corporate culture committed to developing, rewarding and recognizing staff.
· Has staff complement of more than 2 000— include some of the top technical and scientific researchers in the country and continent.
· ARC is about authentic leadership with integrity, collaboration, innovation, transformation and excellence,
· Other support services include wellness, stress management, relationship and trauma counseling.
1.b. Social Capital Development Strategy.
Creating a strategy to build social capital
This list draws on the toolkit for building social capital in communities developed by the Kennedy School of Government at Harvard, as well as the wider literature.
1. Define your objective(s): Building social capital can (for example) improve staff engagement
or morale; deepen patient engagement; improve communication between care teams; strengthen an organization’s negotiating position in the wider health economy. Identify which of these is your organization’s key priority.
2. Identify your starting point: Key to designing the optimal approach is to identify what level of social capital exists in the organization at the moment, particularly as it relates to your
objectives.
a. What is the overall level of social capital in the healthcare organization – is there a general culture of trust, openness and reciprocity? Or is the organization riven by internal rivalries and disputes?
b. Are there particular problem areas? This diagnosis requires an understanding of the complex existing networks within the organization. Social capital may need to be (re)built at any of these at levels:
In-group - relationships between members of a particular team; Intra-group – relationships between teams, wards, departments or faculties
Organizational – relationships between leadership and staff
Systemic: the relationship and networks between organizations, eg between a hospital and its provider network or its competitors;
Patients: relationships with patients are often built at the level of individual clinicians, but the organization as a whole may need to focus on relationships with its patient base;
c. What strengths does the healthcare organization already possess that you can build on? Are there informal staff networks or groups that you could support?
- Design the interventions that will achieve the objectives. The interventions will depend on
what the healthcare organization’s objectives are; what the existing problems are; what strengths the organization currently has; and which individuals or teams are best placed to help
solve the problem. Some examples are in the table below.
Perhaps the main cause or source of poor industrial relations resulting in inefficiency and labour unrest is mental laziness on the part of both management and labour. Management is not sufficiently concerned to ascertain the causes of inefficiency and unrest following the laissez-faire policy, until it is faced with strikes and more serious unrest. Even with regard to methods of work, management does not bother to devise the best method but leaves it mainly to the subordinates to work it out for themselves. Contempt on the part of the employers towards the workers is another major cause. However, the following are briefly the causes of poor industrial relations:
- Mental inertia on the part of management and labour;
- An intolerant attitude of contempt of contempt towards the workers on the part of management.
- Inadequate fixation of wage or wage structure;
- Unhealthy working conditions;
- (^) Indiscipline;
- Lack of human relations skill on the part of supervisors and other managers;
- Desire on the part of the workers for higher bonus or DA and the corresponding desire of the employers to give as little as possible;
- Inappropriate introduction of automation without providing the right climate;
- Unduly heavy workloads;
- Inadequate welfare facilities;
- Dispute on sharing the gains of productivity;
- Unfair labour practices, like victimization and undue dismissal;
- Retrenchment, dismissals and lock-outs on the part of management and strikes on the part of the workers;
- Inter-union rivalries; and
- General economic and political environment, such as rising prices, strikes by others, and general indiscipline having their effect on the employees’ attitudes.
Facts [+]
In USA there is no federal law or mandate that requires an employer to give workers lunch breaks or rest periods, although most companies allow and encourage them. Studies have found up to 58% of American workers skip their lunch break. Health and workplace experts suggest that this practice ultimately leads to worker burnout and diminished productivity.
Effects of Bad Industrial Relations
Industrial relations are of great importance in industrial life. These relations have great bearing on the economic, social and political spheres of our society. If in an organisation, relations between labour and management are cordial, there will be industrial peace and interests of both the parties will be automatically safeguarded. However, organisations where industrial relations are strained, the organisations have to face lot of problems. The atmosphere of such organisations is always surcharged with industrial unrest leading either to strikes or lockouts. Organisations which ignore the importance of industrial relations face high cost of production. Adverse effect on efficiency, low-grade production, negligence in the execution of work, absenteeism among the workers, high rate of labour turn-over etc. are the evils that result from poor industrial relations.
Lack of cordiality in industrial relations not only adversely affects the interests of the labourers and employers but also cause harm to different sections of society. They are faced with lot of difficulties and problems.
Demerits of bad industrial relations can be expressed as under:
- Effect on Workers: (i) Loss of wages, (ii) Physical injury or death on account of violence during labour unrest, (iii) Excesses by employers, (iv) Economic losses, (v) Bitterness in relations, (vi) Adverse affect on career.
- Effect on Employers / Industrialists: (i) Less production, (ii) Less Profit, (iii) Bad affect on organisation, (iv) Bad effect on human relations, (v) Damage to machines and equipments, (vi) Adverse effect on development of companies, (vii) Burden of fixed expenses.
- Effect on Government: (i) Loss of revenue (less recovery of income tax. sales tax, etc.) (ii) Lack of order in society, (iii) Blame by different parties.
- Effect on Consumers: (i) Rise in prices, (ii) Scarcity of goods, (iii) Bad affect on quality of goods.
- Other Effects: (i) Adverse affect on International Trade (Fall in exports and rise in imports), (ii) Hindrance in Economic Development of the country, (iii) Uncertainty in economy.
To conclude, it can be said that almost all sections of the society suffer loss in one way or the other due to bad industrial relations. In order to maintain peace in industrial units it is of utmost importance that employers and workers should make constant endeavour to establish cordial human relations.
