Human Resource Management as a profession in South Africa AH

267 Pages·2009·1.58 MB·English

Human Resource Management
as a profession in South Africa

by

A H (Huma) Janse van Rensburg

Submitted in fulfilment of the requirements for the degree

MPhil (Human Resource Management)

in the

Faculty of Economic and Management
Sciences

at the

University of Pretoria

Study leader: Prof J S Basson

March 2009

©© UUnniivveerrssiittyy ooff PPrreettoorriiaa
ACKNOWLEDGEMENTS

First and foremost I acknowledge with humility that I did not have it in me to
produce this work without the guiding hand of my Lord and Saviour Jesus Christ.
His words sustained me and taught me not to fear, to take courage and to persist.
He deserves all the honour and praise.

I wish to express my sincere thanks to the many friends and colleagues who
provided guidance and assistance. In particular I am grateful to:

o Prof Johan Basson, my study leader, who patiently guided me past so many
of the pitfalls awaiting a novice researcher.
o The SA Board for Personnel Practice and the past Chairman Prof Nicky
Morgan, for giving me the space to develop and learn about the HR
profession and for allowing me access to all the Board’s data and
information.
o Mr Ivan Lätti, my former Chairman for advising, guiding, reading the initial
draft and adding his wisdom and insight.
o Dr Ray Eberlein, another former Chairman, for his advice and for reading
the initial draft and guiding my thinking on the subject.
o Ms Karen Hinrichs for proof-reading the final draft.
o Dr Sunette vd Walt for her support and advice.

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ABSTRACT

1 Introduction

The 2004 drafting and the 2006 revision of a proposed Bill (“The Human Resource
Professions Act”) by the South African Board for Personnel Practice (SABPP) has
initiated much discussion on the merits of regulating the Human Resource (HR)
profession.

One of the key points raised in these debates, is whether in fact HR can be
regarded as a profession. This is, in essence, the problem being addressed in this
study. Losey (1997:147) unequivocally states that “human resource management
is a profession”. Ulrich & Eichinger (1998:1) point out that “HR must become more
professional”. Leading authors in the HR field (Armstrong 2000:23; Losey,
Meisinger & Ulrich 2005:xix; Ulrich & Brockbank 2005:243) and various institutions
(Harvard, Cornell, American Business Association) use the term “HR
professionals” in their writings as a matter of course.

2 Purpose of the study

For the purpose of establishing whether human resources can be regarded as a
profession, the following goals have been set:

2.1 The goal of the study is to firstly describe and document the historic
development of professional human resources in South Africa with specific
reference to the history of the establishment of the SABPP, as a contribution to
professionalization of HR in South Africa.

2.2 To identify, secondly, the foundational principles or pillars of professionalism
and the ethical professional conduct issues (including values) which are embraced
by internationally recognised professions.

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3 Research questions

The following research questions were considered:
o How did professionalism within HR emerge historically in the South
African context?
o What are the foundational principles or pillars on which
professionalism stand?
o What are the ethical professional conduct issues (including values)
which are embraced by internationally recognised professions?
o What are the ethical professional conduct issues (including values)
that should drive HR in South Africa?

To achieve these objectives the study progresses as follows:
o The study will firstly focus on the South African human resource (HR)
environment. The history of the establishment of the South African Board for
Personnel Practice (SABPP) as the standards body for HR in South Africa will
be documented for the first time. The writer is in a unique position, having been
the Registrar and CEO of the Board since 1989, to do this work. Permission
has been obtained to access documents such as the minutes of meetings,
newsletters and correspondence files. Interviews will be undertaken with some
of the founding members who still recall the events. The Board was
established in 1982 and recording this history from documents not in the public
domain presents an opportunity to safeguard information that may otherwise be
lost to the HR community. The current functions and focus of the SABPP are
also recorded.

o Four professions, the legal, the engineering, the medical and the accounting
professions were selected for more detailed examination, as they are
internationally recognised and have been practised for millennia. Background
information on current burning issues within these professions will be looked at
and also their value systems and how their regulating bodies operate, both
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locally and internationally. Their recognition of a specified body of knowledge
as appropriate subject matter will be confirmed. The important elements of
their professional values and ethics will be identified and will form the basis of
the questionnaire that will be sent out.

o The next step will be to examine the way in which HR is positioned
internationally in order to establish to what extent HR has been professionalised
globally or may be moving towards professionalism. The history, levels and
criteria, recognised body of knowledge and codes of conduct of HR in three
countries will be examined, by looking at their main HR bodies. The Chartered
Institute of Personnel and Development (CIPD) in the UK, the Human Resource
Certification Institute (HRCI) in the United States and the Canadian Council of
HR Associations (CCHRA) have been selected for this purpose. The conduct
issues and values addressed in their codes of conduct will be used in the
questionnaire.

It is hoped that this study will support the process of professionalising human
resources in South Africa and indeed, the regulation of the profession.

While this study covers many aspects of professionalism, its core focus is on the
values and attitudes lying at the very heart of all major professions. Emerson once
said (1917:96) “What you are stands over you the while, and thunders so that I
cannot hear what you say to the contrary.” (own emphasis). Or a more
contemporary quote from Elvis Presley: “Values are like fingerprints. Nobody’s are
the same, but you leave ‘em all over everything you do” (Meisinger 2005:4).

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Table of Content

Page

Introduction and Purpose 14

1.1 Introduction
1.2 Background areas of impact and problem statement - 14
1.2.1 The changing environment -14
1.2.2 A climate of corruption -17
1.2.3 HR Education - 19
1.2.4 Lack of entry barriers - 21
1.2.5 The National Qualifications Framework - 23
1.2.6 Professionalization - 24
1.3 Purpose of the study - 28
1.4 Research Questions - 28
1.5 Expected contribution - 30
1.6 Implications - 31

2 Methodology 32
2.1 Introduction - 32
2.2 Research Design - 32
2.3 Research Approach - 32
2.4 Key scientific beliefs - 34
2.4.1 Ontological position - 34
2.4.2 Epistemological position - 34
2.5 Research Strategy - 35
2.5.1 Triangulation strategy - 36
2.6 The role of the Researcher - 37
2.7 Research Methodology - 38
2.7.1 The Sampling Method - 38
2.7.1.1 Purposive sampling - 38
2.7.1.2 Participant representation - 39
2.7.1.3 Distribution of respondents - 40
2.7.1.4 Sector representation - 40
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2.7.2 Data Collection Method - 41
2.7.2.1 Interviews - 41
2.7.2.2 The questionnaire - 43
2.8 Managing and Recording Data - 43
2.9 Analysing Data - 44
2.10 Strategies to Ensure Quality Research - 45
2.10.1 Credibility - 45
2.10.2 Transferability - 45
2.10.3 Confirmability - 46
2.10.4 Dependability - 46

3 Professionalism in Human Resources in South Africa 47
3.1 Documenting the early history of the SABPP - 47
3.1.1 1973-1976 : An evolving profession – 48
3.1.2 1977-1980 : Laying the foundations - 49
3.1.3 1981 : The establishment of the SABPP - 52
3.1.4 1982 : The first Board appointed - 54
3.1.5 1983-1984 : The work of the SABPP commences - 56
3.1.6 1985-1986 Furthering statutory recognition - 59
3.1.7 1987 : Voluntary professionalism - 60
3.1.8 1988 : Basics reviewed - 63
3.1.9 1989 : A period of consolidation - 67
3.1.10 1990 : Accreditation and research – 72
3.2 Implications - 79

4 Governance in other leading professions 80
4.1 The origins of professions – historical perspective - 80
4.2 Professionalism in the legal arena - 85
4.2.1 Background - 85
4.2.2 Values and Ethics - 88
4.2.3 Body of Knowledge - 90
4.2.4 Summary of core values - 90
4.3 Professionalism in the engineering profession - 91
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4.3.1 Background - 91
4.3.2 Values and Ethics - 94
4.3.3 Body of Knowledge - 96
4.3.4 Summary of core values - 97
4.4 Professionalism in the medical profession - 98
4.4.1 Background - 98
4.4.2 Values and Ethics - 100
4.4.3 Body of Knowledge - 102
4.4.4 Summary of core values - 103
4.5 Professionalism in accounting - 103
4.5.1 Background - 103
4.5.2 Values and Ethics - 106
4.5.3 Body of Knowledge - 108
4.5.4 Summary of core values - 109
4.6 The pillars of professionalism - 109
4.6.1 Mastery of a particular intellectual skill - 109
4.6.2 Common code of conduct - 110
4.6.3 A regulating or administrating body - 110
4.6.4 Acceptance of a duty to society - 110
4.7 Comparing the regulatory frameworks - 110
4.8 The shared features of the four major professions - 111
4.8.1 Values grouped in themes - 113
4.8.2 Fundamental personal values - 114
4.8.3 Ethical and professional conduct - 114
4.8.4 Knowledge and skills - 116
4.8.5 Professional attributes - 116
4.9 Regulatory bodies - 117
4.10 Implications - 119

5 Professionalism in HR : International perspective 120
5.1 Human Resources – the changing role - 120
5.1.1 Historical perspective - 120
5.1.2 Human Capital emerges - 125
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5.1.3 Definitions of Human Capital - 126
5.1.4 HR’s role in Corporate Governance - 127
5.2 Human Resources in three countries – an overview - 127
5.3 CIPD in the United Kingdom - 128
5.3.1 A brief history - 128
5.3.2 Levels and criteria - 130
5.3.3 Body of knowledge - 132
5.3.4 Code of conduct - 133
5.4 HRCI in the United States of America - 134
5.4.1 A brief history - 134
5.4.2 Levels and criteria - 136
5.4.3 Body of knowledge - 138
5.4.4 Code of conduct - 140
5.5 CCHRA in Canada - 140
5.5.1 A brief history - 140
5.5.2 Levels and criteria - 141
5.5.3 Body of knowledge - 141
5.5.4 Code of conduct - 143
5.6 The organisation of HR in UK, USA and Canada - 143
5.6.1 Comparison of structures - 143
5.6.2 The establishment dates - 144
5.6.3 Membership numbers - 144
5.6.4 Professional levels recognised - 145
5.6.5 Values of HR in UK, USA and Canada - 145
5.6.6 Differing approaches - 147
5.7 Australia, Germany, Italy and China - 148
5.7.1 Australia - 149
5.7.2 Germany - 150
5.7.3 Italy - 151
5.7.4 China - 152
5.8 The World Federation (WFPMA) - 152
5.9 Identification of the pillars of a profession - 153
5.10 Implications - 153
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6 Research Results 156
6.1 Introduction – 156
6.1.1 Purpose of the study – 156
6.1.2 Research questions - 156
6.2 Historic development of HR professionalism in South Africa - 156
6.2.1 Results from documentation of history of SABPP - 157
6.3 Foundational principles of professionalism - 158
6.3.1 Results of qualitative analysis of four major professions - 160
6.3.2 Results of qualitative analysis of HR globally - 163
6.3.3 Contextualising HR in South Africa - 167
6.3.4 A contribution to a new Code of Conduct - 169
6.3.5 Summary of values - 169
6.4 Results from quantitative study - 172
6.4.1 Bio-demographics of responses - 173
6.4.2 Fundamental personal values - 173
6.4.3 Desirable professional qualities - 175
6.4.4 Responsibility towards the profession - 177
6.4.5 Responsibility towards client or employer - 179
6.4.6 Responsibility towards the public and society - 181
6.4.7 Responsibility for a personal work ethic - 182
6.4.8 Responsibility for knowledge and skills - 184
6.5 Conclusions - 186
6.5.1 Professionals in general -186
6.5.2 HR as a profession - 187
6.5.3 Challenges in attaining recognition as a profession - 187
6.5.4 Reasons why the time has come to professionalise - 188
6.6 Recommendations - 191
6.6.1 Regulation - 191
6.6.2 Ethics - 192
6.6.3 Revisiting functions / specialisations - 193
6.6.4 Establishing the role of HR in the public arena - 193

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