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Roles of Managers in University Operations

This presentation covers the key roles of managers in university operations, including performance management, recruitment strategy, employee relations, compliance, health, and safety. It discusses performance management features, standards, indicators, and considerations for higher education imperatives, budgetary constraints, and continuous improvement. Additionally, it touches on recruitment strategy factors like scarcity of skills, industry competition, and internationalization. Employee relations processes and critical issues such as legitimate expectations, compliance management, labour relations, exits and terminations, external litigation, and unions are also highlighted.

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Roles of Managers in University Operations

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  1. DIRECTORATE: HUMAN RESOURCES Presentation on the Roles of Managers 15 May 2007

  2. Role of Managers • Manage performance to VUT goals – Plan, Implement, Review and Improve • Resource Management • Recruitment Strategy • Employee Relations and Conflict Management • Compliance Management • Health and Safety • Represent the Employer

  3. Performance Management • Purposes: • Communicate performance expectations • Assess suitability in respect of employees on probation • Basis for rewarding excellent performance • Ensure compliance with the policies and legislative framework regulating the operations of the university

  4. Performance Management (Contd..) • Features • Contract between line manager and subordinate • Assumes that an employee is paid for the day-to-day performance of duties • Key Performance Areas = dimensions of work, e.g. Admin, Teaching, etc • Outputs = Why perform?, e.g. Admin to ensure compliance

  5. Performance Management (Contd…) • Features • Standards = How to measure?, e.g. Compliance = clean audit • Performance indicators = How do we tell when good performance has happened?, e.g. approved reports/strategies • Developmental Goals • Remedial Plan for any deviations from the standards

  6. Performance Management(Contd…) • Features • Service Level Agreements for inter-departmental operations • 3-point scale • 1 = Performance improvement plan is required • 2 = Performance meets set and agreed standards • 3 = Excellent Performance

  7. Performance Management(Contd…) • Considerations • Higher education imperatives (targets/norms) • What constitutes a university – teaching, research and community engagements • Budgetary constraints • Qualification requirements • Need for continuous improvement (PIRI model of quality) • HEQC criteria for human resources management

  8. Performance Management(Contd…) • Considerations continued: • Cascading model from VC to the lowest levels • 360º assessment (student/peer reviews, management, self-assessment, etc.) • Evidence led assessment • Semester progress reviews • Goal setting and assessment committee • Line managers to make presentations once annually before the budget allocation and at the end of the year to account

  9. RECRUITMENT STRATEGY • Scarcity of skills • Equity Imperatives • Permanentisation of staff v/s outsourcing

  10. SUPPLY DEMAND • 2010 Projects • Industry Competition • Internationalization • Engineering • Applied & Computer Sciences • Recurriculation • Relevance of qualifications • University of Technology • DoE Criteria • Job Profiling • Subventions • Mass recruitment outside South Africa • Expedited appointments • Build own timber • Improved PBC system

  11. Employee Relations Processes VUT Experiences

  12. Critical Issues • Legitimate expectations • Compliance management • Labour relations management • Conflict/disputes in the workplace • Exits and terminations • External litigation • Role in respect of unions

  13. Legitimate Expectations • Promises • Senior with authority • Communicating with candidates on interview recommendations • Conduct • Planning for the next year • Encouraging employees not to seek jobs • Omission • “I will come back to you”

  14. Compliance Management • Employment of expatriates • Know your business and its needs • Overtime, health and safety • Know your policies and procedures • Know your legislation

  15. Labour Relations Management • Employee discipline • Capacity • Health • Non-performance • Conduct • Grievance handling • Conflict/dispute • Prevention, management and resolution

  16. Exits and Terminations • Resignation • Dismissal • Conduct • Capacity • Operational requirements / retrenchments • Forced resignations • Constructive dismissal • Death

  17. External Litigation • Department of Labour • Commission for Conciliation, Mediation and Arbitration (CCMA) • Labour court / High court • Labour Appeal Court • Constitutional Court • Managers must attend to defend own actions • Very costly

  18. Rolei.r.o. Unions • Unions in the workplace • NUTESA • NEHAWU • Solidarity • Partnership with unions • Time off to be managed by line • Management prerogative v/s union activities on campus

  19. Conclusion • Managers play a critical role in: • Ensuring cost-effective procurement and management of all resources; • Ensuring a safe and healthy working environment; • Maintaining discipline and managing conflicts in the workplace; and • Representing the employer in all respects

  20. ThankYou

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