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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00483489010145102. When citing the article, please cite: Frank M. Horwitz, (1990), “HRM: An Ideological Perspective”, Personnel Review, Vol. 19 Iss: 2, pp. 10 - 15.

Two key developments exert an important influence on the nature of human resource management (HRM) in South Africa (SA). The first is two seemingly conflicting imperatives, sometimes and arguably wrongly juxtaposed: that of developing a high-growth, globally competitive economy with fuller employment and the sociopolitical imperative of redressing past structural inequalities of access to skilled, professional, and managerial positions, as well as ownership opportunities. The first development is the related influences of globalization and multinational corporations (MNCs), information technology, and increased competition, which have become very prominent in postapartheid SA. South Africa has a dual labor market, with a well-developed formal sector employing some 8.5 million workers in standard or typical work and a growing informal labor market. In the case of the formal, knowledge-based economy, the World Wide Web, and increasing communication that the Internet has made possible, has influenced changes at the organizational level. A second development is that these changes and changing patterns of employment are having a dramatic impact on HR policies within organizations. In a knowledge-based economy, organizations rely on knowledge that is embedded deeply in the individual and in the collective subconscious. It is the property of an individual and cannot be taken away from that person (Harrison & Kessels, 2004). He or she would agree to put it in the service of the collective whole, which is known as organizational citizenship behavior (OCB). In technology-driven advanced firms in SA, there are several themes among the various models of citizenship behavior: helping behavior, sportsmanship, organizational loyalty, organizational compliance, initiative, civic virtue, and self-development (Podsakoff, MacKenzie, Paine, & Bachrach, 2000). Many of these themes overlap with the common competencies demanded by advanced MNCs. Thus OCBs rest upon a recognition of mutuality of interest and of responsibility between the organization and the individuals. Increasing globalization and worldwide competition and the knowledge-based economy have their greatest impact on business strategies, process, and practice involving, among others, management of human resources. In this chapter we examine factors influencing the management of human resources in SA and their impact on human resource practices in organizations.

The radical critique that HRM developments reflect a determination to impose new forms of managerial control is discussed. It is argued that the intent, intensity and zeal of contemporary managerial initiatives, reflecting strong ideological overtones, give credence to the theory and HRM in this unitarist sense is explored. The sources of unitarist managerial ideologies are examined and the extent to which pluralist industrial relations principles limit the expression of unitarist strategies is analysed. It is concluded that HRM requires a reorientation which considers the prospects for ideological pragmatism – a synergy of both co‐operative and competitive forms of organisational governance.

The purpose of this paper is to provide an assessment of employment equity, Broad Based Black Economic Empowerment (BBBEE) and associated human resource management policies in South Africa. Polices and practices, and progress in representation of formerly disadvantaged groups are evaluated.

The paper comprises a general review using descriptive primary and secondary data and qualitative organizational factors.

The pace of representation and diversity at organisational levels is incremental rather than transformational. Conclusions for policy makers and organizational leaders are drawn, taking into consideration socio‐historical, political and demographic context of this jurisdiction.

The paper's findings and conclusions are pertinent for public and organizational policy and practice.

Evaluates how HRD needs which arise from different business strategies will depend on, among other things, the purpose and structure of the strategies involved. Considers the motivation for strategic HRD, expenditure and responsibility. Concludes that a strategic approach to training and development necessitates increased theoretical rigour, more rigorous evaluation of effectiveness, and resolution of responsibility for training.

Discusses structural and labour market issues associated with the processes of employment equity and diversity management in South African organizations. Argues that effective individual and organizational change are most likely to occur when human resource development and diversity management approaches are adopted simultaneously. Contends that appropriate information is a critical component for planning, monitoring and evaluating the effectiveness of HRD and diversity management.

A critical labour market issue in all developed economies is the growth of non‐standard forms of labour such as temporary, part‐time, casual work, fixed term contracts, sub‐contracting, homeworking, agency labour and so on. This paper provides survey evidence of employers’ past, present and intended usage of non‐standard forms of labour in three countries: Australia, New Zealand and South Africa. Our results indicate that non‐standard forms of employment do represent an important feature of the contemporary workplace, to varying degrees, in these three countries. However, our findings also show that standard, full‐time, permanent employment still remains the dominant form of employment in all three countries.

Discusses attributes of success in executive development, factors driving the process and the changing nature of management work as organization restructuring occurs. Attention is given to barriers to development. Identifies core elements of an executive development strategy and concludes that executive development should be regarded as a process and not an event. While these issues are universally important, they have particular meaning to the “new” South Africa. Factors such as diversity management and employment equity are important in the executive development process.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The burdens falling on HR heads these days might seem unbearable at times but organizations’ top brass have to understand the necessity and value of effective HR in a multinational environment and be prepared to pay for it. Not to do so might prove to be a false economy of catastrophic proportions.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.