Abstract
D.Com. (Human Resource Management)
In this study strategic human resources management in the armaments industry is
investigated. Strategic management is treated as a management-of-change
instrument. In the theoretical chapters the position of strategic human resources management within the entire management process is discussed. Existing strategic concepts and approaches are analysed in order to identify the strengths and weaknesses as they occur in current practice. In this way the strengths can be utilised and the weaknesses can be eliminated from the strategic human resources management of South Africa's armaments industry. Strategic management is discussed as a system that comprises two main elements, namely strategic planning and strategy implementation. In this dissertation an analytical survey method was employed. Two different questionnaires were distributed: one was aimed at managers, and the second at supervisors and workers on the shop floor. The aim of the survey was to determine the status quo and to identify the defects in human resources strategic planning in the armaments industry. A total of 1444 questionnaires were distributed, of which 1 216 were returned. Four different statistical analyses were done, namely: The identification of specific problem areas that occur amongst managers and non-managers by way of hypothesis testing. The analysis of specified perceptions amongst managers and non-managers by way of the CHAID analysis (in order to identify significant predictors) and by way of model-building (log linear modelling). The comparison of perceptions in private companies with those in Armscor affiliates by way of model-building (loglinear modelling). The analysis of specified perceptions in the armaments industry as a whole by way of model building (loglinear modelling). The two most significant defects in the strategic human resources planning process that were identified during the investigation are:
* A lack of communication between the members of armaments businesses at different
organizational levels. A lack of strategic planning in general, and of strategic human resources planning in particular. In order to eliminate the defects that have been identified, the author suggests that * businesses follow a participative management approach; (This includes combined planning.) Middle-level managers become more involved in strategic planning and that they be granted the authority to implement strategic decisions; * management information be updated constantly and that this information be used for analysing the environment so that scenarios can be developed and analysed; strategic management must be accepted as a way of life and must not be associated with specific time intervals; * specific provision be made for two-way communication at all levels in armaments businesses; human resources processes must be treated as a system; (The interaction between the different human resources processes must be borne in mind in strategic human resources management.)
productivity should receive special attention; and that the elements of strategic management, as summarised in Figure 37, serve as a structure for strategic human resources management.