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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED QUALIFICATION: 

Higher Diploma: Commerce: Human Resources Management 
SAQA QUAL ID QUALIFICATION TITLE
21092  Higher Diploma: Commerce: Human Resources Management 
ORIGINATOR
Intec College 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
QCTO - Quality Council for Trades and Occupations  OQSF - Occupational Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
National Higher Diploma  Field 03 - Business, Commerce and Management Studies  Human Resources 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  360  Level 6  NQF Level 06  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Reregistered  SAQA 9900/00  2018-07-01  2023-06-30 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2026-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This qualification does not replace any other qualification and is not replaced by any other qualification. 

PURPOSE AND RATIONALE OF THE QUALIFICATION 
The primary purpose of the qualification is to provide qualifying learners with the appropriate knowledge, skills and attitudes to effectively pursue a career in human resources fields. 

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
Upon entry to the Higher Diploma Programme, it is assumed that learners should have demonstrated:
  • The ability to express themselves clearly and correctly both orally and in writing in English (NQF 4)
  • The ability to apply numeric skills, including basic arithmetic (add, subtract, divide, multiply) (at least NQF 3); and
  • Basic awareness of the nature business functioning

    Upon entry to the Higher Diploma programme, the learners should be in possession of:
  • A Matric entrance - Grade 12 or a Standard 10; and/or
  • IBS Higher Diploma or equivalent; and/or
  • A Certificate or Diploma in Human Resources Management that will offer credits towards the Higher Diploma and/or
  • Four years business experience

    Recognition of prior learning:
    This qualification may be achieved in whole or in part through the recognition of prior learning 

  • RECOGNISE PREVIOUS LEARNING? 

    QUALIFICATION RULES 
    This qualification may be achieved in whole or in part through the recognition of prior learning 

    EXIT LEVEL OUTCOMES 
    A). Critical cross-field outcomes:

    1. Identify and solve problems in which responses display that responsible decisions using critical and creative thinking have been made
    2. Work effectively with others as a member of a team, group, organisation and community
    3. Organise and manage oneself and one's activities responsibly and effectively
    4. Collect, analyse, organise and critically evaluate information
    5. Demonstrate understanding of the world as a set of related systems by recognising that the problem solving context does not exist in isolation
    6. Reflect on and explore a variety of strategies to learn more effectively
    7. Explore business and career opportunities
    8. Develop entrepreneurial opportunities
    9. Look at the environment on a macro basis rather than a micro basis in order to enhance the current environment
    10. Communicate effectively using visual, mathematical and language skills in the modes of oral and/or written persuasion
    11. Demonstrate understanding of the economic world in context as a dynamic interactive world that does not exit in isolation
    12. Demonstrate effective and responsible decision making
    13. Stimulate and develop thinking patterns involving creativity
    14. Interpret information received via the media and other sources
    15. Remain receptive and responsive to current trends and developments
    16. Use technology effectively and responsibly
    17. Conduct research independently

    Specific Outcomes:

    1. Management III
    Ability to:
  • List all the resources available to management and explain how to utilise these to the maximum potential
  • Demonstrate, using work related examples, how technological change impacts on resource allocation
  • Explain the role of the chief executive in key management functions
  • Explain factors which necessitate change in an organisation and how to manage transformation in an organisation
  • List and explain the various systems and measures available to generate information and to measure and monitor performance within the undertaking
  • Discuss, using practical examples, the major issues confronting managers in south Africa today

    2. Economics
    Ability to:
  • Describe the theory of demand and supply
  • Describe how the total economic activities are measured
  • Describe the economics and dis-economics of scale
  • Describe the market structure and define terms such as perfect competition, monopoly, monopolistic competition and oligopoly
  • Describe the law of diminishing utility
  • Describe the law of diminishing returns
  • Identify the macro-economic variables
  • Explain economic equilibrium in two, three and four sector models
  • Define terms consumption, the multiplier, aggregate demand, aggregate supply, credit creation
  • Describe the functions of money and explain the demand for money (liquidity preference)
  • Explain the relationship between inflation and unemployment and their impact on the economy
  • Discuss the advantages and disadvantages of direct and indirect taxes
  • Describe the meaning of fiscal policy
  • Define the term monetary policy and explain the instruments of monetary policy
  • Describe the concept of economic growth
  • Describe terms such as protectionism, balance of payments, exchange rate
  • Explain various exchange rate systems

    3. Financial Accounting I
    Ability to:
  • Demonstrate understanding of the double-entry system of accounting
  • Describe the classification of and accounting for capital, assets, liabilities, expenses and income
  • Describe the distinction between revenue and capital expenditure
  • Illustrate the accounting equation
  • List the books of original entry
  • Record repetitive transactions in the books (journals) of prime entry and posting to the general ledger
  • Extract a trial balance
  • Describe the concepts of matching, prudence, consistency and going concern
  • Explain how accruals and prepayments are entered
  • Describe and illustrate the various methods of stock valuation (Range: FIFO method, LIFO method, weighted average method and the lower of cost or net realisable value)
  • Define the term depreciation
  • Explain the various depreciation methods (Range: straight-line, reducing balance, revaluation and sum of the digits)
  • Explain how fixed assets are disposed of
  • Describe bad debts, bad debts recovered
  • Explain how to provision for doubtful debts and provision for discount
  • Demonstrate the preparation of financial statements
  • Sole traders (Range: trading account, year-end adjustments, closing entries, income statement and balance sheet)
  • Associations not for gain (for example clubs) - receipts and payments account, year-end adjustments, income statement and balance sheet
  • Reconcile a bank statement
  • Write up and reconcile debtors and creditors control accounts with debtors and creditors ledgers
  • Make adjustments (Range: errors of principle, omission, commission and original entry and compensating errors)
  • Prepare departmental income statements
  • Prepare inter-departmental transfers
  • Allocation departmental expenses
  • Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
  • Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, leans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
  • Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)
  • Prepare departmental income statements
  • Prepare inter-departmental transfers
  • Allocation departmental expenses
  • Describe partnership accounts and define terms (Range: Appropriation accounts, interest on capital and drawings, salaries paid to partners, sharing of profit or loss fixed and fluctuating capital accounts and current accounts
  • Prepare a simple cash flow statement in respect of a sole trader (Range: capital introduction, profit, drawings, loans raised and repaid, increases and decreases in working capital, purchase and disposal of assets)
  • Describe the presentation of manufacturing statements and define terms (Range: elements of costs, stock valuation, unit costs, mark-up percentage, work in progress, sales of raw materials, allocation of expenses)

    4. Information systems and technology (Concepts of management computing)
    Ability to:
  • Define management information systems and the way it provides information for decision making at different management levels
  • Define, discuss and demonstrate working knowledge of the different aspects of computer hardware and software fundamentals
  • Describe and demonstrate the use of files, databases and the processing and storage of data
  • Demonstrate working knowledge of basic computer terminology
  • Demonstrate the ability to develop and implement a computer system
  • List the provisions of the 1983 Computer Evidence Act

    5. Business Communications
    Ability to:
  • Give a broad definition of communications with special reference to the interpersonal communication process in the business environment
  • Distinguish between verbal and non-verbal communication
  • Describe the interpersonal communication process and a basic interpersonal communications model, including reference to the message, code, feedback and interference
  • Describe mass communication as a process, with reference only to the way in which it differs from the interpersonal communications process
  • Outline of development and functions, advantages and disadvantages of mass media
  • Describe the different types of non-verbal communication
  • Describe organisational communication (Range: Vertical, horizontal, diagonal, small group communication, the grapevine, internal communications media, external communications media
  • Identify communication barriers (Range: Physical, Physiological, Psychological, Semantic)
  • Define verbal communications (Range: register, style, tone)
  • Analyse using practical communication situations
  • Deal with business correspondence. Range:
    Concise formats (telephone messages, telegrams, telexes, formal invitations and accepting/declining these, bulletin board notices and so on)
    Memorandum (inter-office and interdepartmental)
    Letters of enquiry and replies to these
    Letters of complaint and adjustment
    Letters of invitation to VIPs
    Sales promotion/marketing through circulars
    Application with/without curriculum vitae
    Letters of appointment/resignation
    Testimonials/references
    Letters to the press
    Letters of goodwill/introduction
  • Prepare and advertisement. Range:
    The AIDA formula
    Factual, emotive and persuasive advertising
    Advertising ethics and the Advertising Standards Authority
    Classified ('smalls')
    Display advertisements (including those featuring employment opportunity)
    Mail drops (leaflets, brochures, circulars)
    Press releases
  • Prepare and chair meetings. Range:
    Notice, agenda and minutes of organisations not for gain
    Annual general meeting
    Special/extraordinary general meetings
    Executive/committee meetings
    Knowledge of basic meeting procedure applicable to the appointment, rules of debate - proposals and amendments, seconding, motions, replies, point of order, voting, adjournment/closing and so on, excluding proxies - and relevant terminology
    Holding of mock meetings
  • Prepare written reports. (Range: Formal and semi-formal (memorandum or letter form) reports, summary (investigation), progress, attendance and annual reports, graphic representations, questionnaires, objective scientific writing)
  • Answer a telephone
  • Conduct an interview
  • Conduct a public performance. (Range: introduction, announcements, welcoming speeches, proposing toasts, presentation of reports, formal speeches)

    6. Management I
    Ability to:
  • Explain the role of the business organisation and management in satisfying people's needs
  • Describe what the management process entails and how it enables organisations to achieve their goals
  • Describe the different levels and kinds of managers in an organisation
  • Explain the skills required of management and how the skills are acquired
  • Describe the scope of management and its challenges
  • Describe the concepts of systems theory
  • Describe the composition and characteristics of the management environment
  • Describe the internal and micro-environment including the different levels of management in the enterprise; the managerial skills required at the various levels
  • Explain the market or task environment and macro-environment
  • Understand the interface between the enterprise and the environment including change, competition and crisis
  • Explain ways in which management reacts to the environment
  • Understand the importance of planning
  • Explain the development of organisational goals as a step in the planning process
  • Understand the impact of planning premises
  • Describe the nature and specifications of organisational goals
  • Explain the process of goal setting; the management of multiple goals and the techniques for goal setting for the individual organisation with special emphasis on the process, benefits and weaknesses of MBO
  • Understand the importance of planning
  • Identify and discuss the different kinds of organisational plans and explain the time frame for planning
  • Explain the steps in the planning process
  • Identify barriers to effective planning and know how to overcome these barriers
  • Identify and discuss important planning tools
  • Discuss the concept of strategic planning
  • Describe the strategic planning process
  • Explain the levels of strategy
  • Explain each component of the strategic planning process and discuss behavioural considerations affecting strategic choice
  • Define an information systems and identify the components of an information system
  • Describe a classification of information systems
  • Describe the steps in developing an information system
  • Understand the term "organising" in the management sense and describe how organising fits in with other functions in the management process
  • Describe the designing of the structure of an organisation and describe the use and limitations of the various kinds of structures
  • Understand how authority ties into management
  • Distinguish between various types of power
  • Do an analysis of delegating and understand the link between authority, centralisation and decentralisation
  • Explain the importance of co-ordination
  • Highlight the aspects of job design
  • Define the major types of managerial decisions and explain conditions under which managers make decisions
  • Describe the rational model of decision making
  • Discuss the techniques for improving group decision making
  • Explain quantitative tools for decision making
  • Discuss the importance of leadership as a fundamental management function and explain the nature and components of leadership
  • Participate in the leadership versus management debate
  • Examine different leadership models in an effort to throw light on the essence of leadership
  • Discuss the contemporary perspectives on leadership
  • Review the interfaces between leadership and organisational politics
  • Explain what motivation encompasses and explain the different motivational theories
  • Explain the role of money as a motivator
  • Describe how to create fobs that motivate
  • Describe the difference between groups and teams and the reasons why people form teams
  • Describe the different types of groups found in an organisation
  • Describe the stages in group development and appropriate leadership styles
  • Explain the emergence of group characteristics and describe inter-group dynamics
  • Discuss how to develop groups and teams
  • Understand the importance of control as the final component of the management process and explain the focal points of control
  • Illustrate the relationship between control and planning and hence the cycle of the management process
  • Understand the difference between planned and reactive change
  • Describe the forces for change and the types of change
  • Explain the change process
  • Understand resistance to change and to overcome it
  • Describe the methods to introduce change
  • Understand the relationship between culture and change

    7. Management II
    Ability to:
  • Define and explain the scope of the following functions using work-related examples:
  • Marketing
  • Operations
  • Purchasing
  • Financial
  • Human resources
  • Public relations
  • Explain the nature and attribution of information and data and the managers' need for these
  • Demonstrate working knowledge of computer systems
  • Identify, define and explain the terms "business ethics" and "social responsibility" and the relationship / balance between them

    8. Principles of Law
    Ability to:
  • Define the concept of law;
  • Relate the purposes and functions of law;
  • Describe real rights and personal rights;
  • Define the concept of legal personality;
  • Explain the various forms of business enterprise
  • Identify the sources of SA law;
  • Differentiate between the various SA courts and the jurisdiction of these courts;
  • Describe the doctrine of precedence;
  • Explain legal procedures and practitioners;
  • Describe the divisions of law in SA
  • Identify the basic legal principles that feature in all contracts;
  • Explain how and when a contract is created and the rules that apply to all contracts;
  • Demonstrate the difference between void and voidable contracts;
  • Describe the conditions that may attach to a contract;
  • Describe contracts in restraint of trade;
  • Define the meaning of contracts for the benefit of third parties;
  • Define cession, delegation and assignment;
  • Explain how a contract can be breached and the remedies for breach of contract;
  • Describe the ways in which a contract may be terminated; and
  • Describe the rules relating to misrepresentation in delict.

    9. Human Resources Management II
    Ability to:
  • Describe various motivational theories of pioneers in behavioral science and apply these to modem thinking in the management of people at work.
  • Explain the communication process and the fundamentals in communication.
  • Describe the various methods/systems of communication in organisations (Range methods: letters, memorandums, newsletters, meetings)(Range systems: vertical - upwards and downwards, horizontal and lateral.
  • Describe the difference of formal and informal communication using practical examples.
  • Describe the barriers to communication in organisations and methods for eliminating barriers to communication.
  • Explain person-to-person communication to gain understanding (Range: speaking, writing and listening.
  • Discuss the various means of keeping in touch with all levels of staff to convey management policy; the image of the organisation; feedback in the case of grievances;
  • Describe the system available to workers to communicate and negotiate with management in connection with all matters relating to their work situation and environment;
  • Discuss the manner in which the business should handle worker demands or suggestions to ensure fair play and to ensure that the enterprise does not suffer financial losses through stay-aways or other for ms of work stoppages; and
  • Describe quality circles as a means of communication.
  • Describe the various leadership theories and apply these to workplace examples.
  • Describe how to establish training needs at various levels and how to develop training objectives throughout the organisation.
  • Describe the importance of proper selection prior to training.
  • Describe how to make use of assessment techniques in identifying candidates who are 'trainable 'and those whom you can develop further for supervisory and managerial positions.
  • Apply modem concepts in training workers.
  • Discuss the importance of supervisory training and management training.
  • Outline the structure of management development programmes and how you can evaluate their results in terms of increased effectiveness in the organisation.
  • Describe how career-path planning for individuals results in job satisfaction through promotions.
  • Describe how to place out unsatisfactory or redundant supervisors and managers.
  • Describe the importance of various staff appraisal systems, which reflect a comparison of the merits of a group of individuals who exhibit identifiable characteristics in performing their jobs.
  • Describe the importance of and reasons for equal opportunity and advancement programmes.
  • Discuss the role of top management in supporting and monitoring equal opportunity and advancement programmes.
  • Discuss the role of employment codes (Range objectives; contents; signatories; advantages; shortcomings; criticisms).
  • Describe the role of personnel practitioners towards the creation and maintenance of equal opportunity and advancement programmes. (Range: the strategic planning process; human resources planning; the selection criteria and methods of selecting black managers; identifying training needs for the development of black managers; identifying training needs for the development of black mangers; the development of black managers: principles and strategies; the motivation of black managers.)
  • Describe the employment relationship and the rights and duties of employers and workers.
  • Describe the general employment practices that affect industrial relations.

    10. Human Resources Management III
    Ability to:
  • Develop corporate strategies and long-range plans
  • Define corporate capabilities relating to human resources management; and
  • Apply factors that are necessary for success
  • Describe the role of top executives in the acquisition, maintenance and development of human resources; and
  • Describe the role of the human resources department
  • Discuss various industrial relations issues affecting South African companies
  • Define and explain the development of organised labour
  • Describe the nature and importance of labour relations in South Africa
  • Describe the objectives of management and the role of human resources management in relation to the management team
  • Define labour relations concepts and procedures
  • Define and discuss industrial conflict
  • Define labour turnover and absenteeism
  • Discuss the factors influencing labour turnover and absenteeism (external and internal)
  • Calculate the cost of labour turnover and absenteeism
  • Measure labour turnover
  • measure absenteeism
  • Discuss the usefulness of performance appraisal
  • Differentiate between various performance appraisal techniques
  • Identify problems experienced during performance appraisal
  • Explain the importance of the feedback process in performance appraisal
  • Explain the concept of personality in theory
  • Describe the psychological contract between the employee and the organisation
  • Explain the author's (prescribed textbook) view of 'motivation' from a personal framework of reference
  • Describe the attachment to and investment in the goals of an organisation
  • Explain the management of change
  • Describe the human resources manager's role as an agent of change
  • List and explain the cause and reasons resistance to change
  • Interpret and evaluate change by individuals and management
  • Pinpoint the problems and opportunities associated with change; and
  • Describe the demands of technological change and impact on workforce composition
  • Discuss the various theories on human behaviour and their applications to the identification and development of management talent and personnel motivation
  • Explain the functions of the human resources manager
  • Explain the human resources manager's responsibilities for planning, organising, motivating, influencing and controlling
  • Demonstrate understanding of developing budgets, productivity levels, targets, measurement of results
  • Analyse the complex nature of relationship between the human resources department and departments involved with training and industrial relations of the organisation

    11. Employment Law
    Ability to:
    Labour Relations Act
    Basic Conditions of Employment Act
    Workmen's Compensation Act
    Unemployment Insurance Act
    Occupational Health and Safety Act
    Common Law regulating relationships between employer and employee

    12. Organisational Behaviour
    Ability to:
  • Gain a fundamental understanding of the complexity of human nature and the concept/process of human motivation
  • Describe the historical development of the motivation concept and distinguish between the content and process theories of motivation and apply this in the organisational context
  • Describe the nature of organisations and the concept of systems theory
  • Explain why organisations are structured in different ways and highlight the key factors that influence organisational structure
  • Describe historical and current approaches to job design and describe the impact of job design on organisational and individual performance
  • Analyse the controversial concept of job satisfaction and its relation to individual performance
  • Describe organisational climate and the effect it has on performance; and
  • Define stress in the work environment list, possible causes and describe how it impacts on individual performance
  • Define leadership and discuss various leadership theories (Range: The leadership continuum, contingency approaches
  • Define participation
  • List and describe the various participation techniques
  • Explain the basic communication process and outline the barriers to effective communication and how they can be overcome
  • Identify the different types of communication structures that can be used in companies
  • Implement an MBO programme in the workplace
  • Describe the nature and complexity of groups in an organisational setting
  • Describe the group formation process and the different types of groups that exist in the context of a work organisation
  • Describe group behavioural (Range inter-group, intra-group)
  • Develop strategies for solving and preventing inter-group conflict
  • Define change, the factors that cause change and why change is resisted
  • Describe the planned action, styles and approach associated with the management of change
  • Describe the role of the change agent and the different types of agents
  • Explain the main features, steps and techniques involved in organisational development (OD)

    13. Human Resource Development I
    Ability to:
  • Define training.
  • Distinguish between training, education and development.
  • State the reasons for training, education and development.
  • Discuss the various perspectives of the labour market.
  • Discuss the national initiatives to stimulate the manpower factor in the economy.
  • Outline the various pieces of Legislation affecting training and development in South Africa.
  • Give reasons why organisations do training.
  • Identify various approaches to training interventions.
  • Explain how training forms a subsystem of the organisation.
  • Discuss the need and the process of Strategic Human Resources Development.
  • Discuss various training models.
  • Describe the role of the training practitioner.
  • Identify the need for adequate records and information systems.
  • Identify the requirements in terms of training facilities.
  • Identify the various theories on learning.
  • Discuss the learning principles and the factors affecting effective learning.
  • Describe the considerations given to adult learning.
  • Conduct a training needs analysis.
  • Conduct a simple job analysis for training purposes.
  • Design a simple training programme.
  • Explain the difference between training and competence-based training.
  • Explain the process of programme delivery.
  • Describe the process of training evaluation.
  • Define management development.
  • Describe the methods used for management development.

    14. Human Resources Management I
    Ability to:
  • Discuss the Human Resource Management activities and goals.
  • Describe the relationship between line and staff organisational structures.
  • Define functional departmentalisation with specific reference the human resources function with reference to the range (range Job design, job specialisation, job enlargement, job enrichment).
  • Describe the human resource planning process-highlighting factors that influence human resource planning.
  • Describe how planning and forecasting the staffing requirements coincides with the organisational strategic plans.
  • Define terms, human resource objectives, and personnel inventories.
  • Describe methods of human resource forecasting.
  • Definition, terminology and uses of job analysis
  • Describe the job analysis process and methods used in the process of job analysis.
  • Describe the components of a job description.
  • Describe the components of a job specification.
  • Describe the purpose of recruitment and highlight the factors that influence recruitment.
  • Analyse the advantages, disadvantages and sources of recruitment (internal and external).
  • Write a job advertisement.
  • Identify the various selection methods.
  • Describe the steps in a job interview differentiating between structured and unstructured job interviews.
  • Develop a letter of appointment or labour contract.
  • Describe the objectives of orientation and the content of such a programme.
  • Describe why evaluation is necessary of the orientation programme.
  • List and describe the purpose of the various types of personnel records kept in the HR department.
  • Define performance management and discuss its advantages.
  • Identify the conditions for the successful implementation of performance management.
  • Discuss performance guidance (Range: preparing for guidance, observing performance, providing feedback, conducting review sessions, providing rewards, hints for guiding performance)
  • Describe the steps to be taken when correcting performance (Range: positive and negative deviations)
  • Define a career, career management and a career path.
  • Describe career path planning and elucidate the responsibilities of the individual and management.
  • Describe the factors that impact on career management.
  • Describe the five stages of career development using a practical example.

    15. Human Resources Management II
    Ability to:
  • Describe various motivational theories of pioneers in behavioral science and apply these to modem thinking in the management of people at work.
  • Explain the communication process and the fundamentals in communication.
  • Describe the various methods/systems of communication in organisations (Range methods: letters, memorandums, newsletters, meetings)(Range systems: vertical - upwards and downwards, horizontal and lateral.
  • Describe the difference of formal and informal communication using practical examples.
  • Describe the barriers to communication in organisations and methods for eliminating barriers to communication.
  • Explain person-to-person communication to gain understanding (Range: speaking, writing and listening.
  • Discuss the various means of keeping in touch with all levels of staff to convey management policy; the image of the organisation; feedback in the case of grievances;
  • Describe the system available to workers to communicate and negotiate with management in connection with all matters relating to their work situation and environment;
  • Discuss the manner in which the business should handle worker demands or suggestions to ensure fair play and to ensure that the enterprise does not suffer financial losses through stay-aways or other for ms of work stoppages; and
  • Describe quality circles as a means of communication.
  • Describe the various leadership theories and apply these to workplace examples.
  • Describe how to establish training needs at various levels and how to develop training objectives throughout the organisation.
  • Describe the importance of proper selection prior to training.
  • Describe how to make use of assessment techniques in identifying candidates who are 'trainable 'and those whom you can develop further for supervisory and managerial positions.
  • Apply modem concepts in training workers.
  • Discuss the importance of supervisory training and management training.
  • Outline the structure of management development programmes and how you can evaluate their results in terms of increased effectiveness in the organisation.
  • Describe how career-path planning for individuals results in job satisfaction through promotions.
  • Describe how to place out unsatisfactory or redundant supervisors and managers.
  • Describe the importance of various staff appraisal systems, which reflect a comparison of the merits of a group of individuals who exhibit identifiable characteristics in performing their jobs.
  • Describe the importance of and reasons for equal opportunity and advancement programmes.
  • Discuss the role of top management in supporting and monitoring equal opportunity and advancement programmes.
  • Discuss the role of employment codes (Range objectives; contents; signatories; advantages; shortcomings; criticisms).
  • Describe the role of personnel practitioners towards the creation and maintenance of equal opportunity and advancement programmes. (Range: the strategic planning process; human resources planning; the selection criteria and methods of selecting black managers; identifying training needs for the development of black managers; identifying training needs for the development of black mangers; the development of black managers: principles and strategies; the motivation of black managers.)
  • Describe the employment relationship and the rights and duties of employers and workers.
  • Describe the general employment practices that affect industrial relations.

    16. Human Resources Management III
    Ability to:
  • Develop corporate strategies and long-range plans
  • Define corporate capabilities relating to human resources management; and
  • Apply factors that are necessary for success
  • Describe the role of top executives in the acquisition, maintenance and development of human resources; and
  • Describe the role of the human resources department
  • Discuss various industrial relations issues affecting South African companies
  • Define and explain the development of organised labour
  • Describe the nature and importance of labour relations in South Africa
  • Describe the objectives of management and the role of human resources management in relation to the management team
  • Define labour relations concepts and procedures
  • Define and discuss industrial conflict
  • Define labour turnover and absenteeism
  • Discuss the factors influencing labour turnover and absenteeism (external and internal)
  • Calculate the cost of labour turnover and absenteeism
  • Measure labour turnover
  • measure absenteeism
  • Discuss the usefulness of performance appraisal
  • Differentiate between various performance appraisal techniques
  • Identify problems experienced during performance appraisal
  • Explain the importance of the feedback process in performance appraisal
  • Explain the concept of personality in theory
  • Describe the psychological contract between the employee and the organisation
  • Explain the author's (prescribed textbook) view of 'motivation' from a personal framework of reference
  • Describe the attachment to and investment in the goals of an organisation
  • Explain the management of change
  • Describe the human resources manager's role as an agent of change
  • List and explain the cause and reasons resistance to change
  • Interpret and evaluate change by individuals and management
  • Pinpoint the problems and opportunities associated with change; and
  • Describe the demands of technological change and impact on workforce composition
  • Discuss the various theories on human behaviour and their applications to the identification and development of management talent and personnel motivation
  • Explain the functions of the human resources manager
  • Explain the human resources manager's responsibilities for planning, organising, motivating, influencing and controlling
  • Demonstrate understanding of developing budgets, productivity levels, targets, measurement of results
  • Analyse the complex nature of relationship between the human resources department and departments involved with training and industrial relations of the organisation

    17. Labour Relations I
    Ability to:
  • Describe the history of labour relations and the various theories that have evolved.
  • Discuss how labour relations in South Africa have evolved.
  • Discuss the environmental variables that impact on labour relations in the organisation.
  • Explain the objectives and functioning of trade unions, employers' organisations and the State and the relationship between these role players.
  • Describe the Legislation that affects labour relations in the workplace.
  • Demonstrate how this Legislation is applied.
  • Describe the structures put in place for employee involvement in the workplace through workplace forums.
  • Describe the conflict resolution procedure through the CCMA and the Labour Court.
  • Illustrate the purpose of workplace agreements and describe how these are applied in the workplace.

    18. Accounting and Finance
    Ability to:
  • Describe the components of financial statements.
  • Demonstrate the double entry principle
  • Write up the general journal.
  • Post from the general journal to the general ledger.
  • Extract a trial balance.
  • Describe various accounting concepts.
  • List and explain the different types of accounting records.
  • Describe a method of stock control.
  • Describe debtors and creditors control accounts.
  • Reconcile statements.
  • Describe budgetary control.
  • Describe break-even analysis.
  • Describe the preparation of financial statements.
  • Analyse financial statements. 

  • ASSOCIATED ASSESSMENT CRITERIA 
    A). Critical Cross-field Assessment:

    1. Problems are solved by means of exploring and critically evaluating abstract and personal situations.
    Problems are solved by generating alternative strategies for dealing with those problems.

    2. Collaborative work as part of a team, group, organisation or community is effective.

    3. Organisation and management of self and activities are responsible and effective.

    4. Information is collected, analysed, organised and critically evaluated.
    Recognition of the problem solving context as part of a larger context is demonstrated

    5. Understanding of the world as a set of related systems is demonstrated.
    Strategies to manage effectively are explored and reflected on.

    6. Education and career opportunities are explored.

    7. Entrepreneurial opportunities are developed.

    8. -

    9. The environment is seen on a macro basis.
    Current environment is enhanced.

    10. Communication using visual, mathematical and language skills in the modes of oral and / or written persuasion is effective.

    11. Understanding of the economic world as a dynamic, interactive world that does not exist in isolation is demonstrated.

    12. Decision making is responsible and effective.

    13. Creative thinking patterns are stimulated and developed.

    14. Information from the media and other sources is interpreted.

    15. Current trends and developments are monitored.
    Appropriate responses to current trends and developments are made.

    16. Technology is used effectively and responsibly.

    17. Research is conducted independently.


    B). Specific Assessment Criteria:

    1. Management III
  • To demonstrate that all management are integrated, interactive and re-enforce each other
  • Identify, especially the decision-making and resource allocation roles of top management and the chief executive
  • Identify and apply methods leading to the effective utilisation of all the organisation's resources

    2. Economics
  • Explain the theory of demand, cost and supply.
  • Measure total economic activities.
  • Explain the critical factors and themes, which influence:
    - International trade and finance.
    - Monetary policy.
    - Public finance.
    - Labour economics.
  • Describe the growth and development of the South African economy.

    3. Financial Accounting I
  • Explain and demonstrate the ability to use the double entry system.
  • Record financial transactions in the books of original entry.
  • Post totals in books of original entry to the general ledger and extract a trial balance while demonstrating the ability to apply concepts such as matching, accrual, prudence, consisting and on-going concern concepts.
  • Reconcile bank statements with cash records.
  • Record transactions while posting correctly to control accounts.
  • Interpret accounts.

    4. Information systems and technology (Concepts of management computing)
  • Provide an overview an information system and its components.
  • Define the main terms.
  • Demonstrate the ability to develop and implement a computer system with due considerations to existing applicable legislation.

    5. Business Communications
  • Identify the major theoretical aspects of communication.
  • Demonstrate an ability to communicate effectively via the media and the medium of advertising.
  • Identify barriers to effective communication and demonstrate strategies to overcome such barriers.
  • Prepare and present written information.
  • Deliver oral presentations.

    6. Management I
  • Differentiate the major differences between profit and non-profit making undertakings.
  • Provide an overview of the basic principles of management including planning, organising leading and controlling and their associated application in the workplace.
  • Describe the objectives of co-ordination and apply these.
  • Identify and apply in work-related examples communication in organisations.
  • Provide a framework for organisation change and methods to manage change.
  • Demonstrate an understanding of the strategic planning process.
  • Identify the importance of management information systems, and demonstrate an understanding of the development of MIS in an organisation.

    7. Management II
  • Develop a fundamental understanding of the nature of management and the various functions within the organisation, the interrelationship between these various functions and their impact on the achievement of organisation objectives.
  • Apply various management principles to a work situation.
  • Develop a fundamental understanding and application of social responsibility and business ethics in the organisation

    8. Principles of Law
  • Explain and apply the most important aspects of:
    - Contracts
    - Sale agreements
    - Law of agency
    - Partnership agreements
    - Companies, and
    - Leases
    And apply them to working examples

    9. Human Resources Management II
  • Demonstrate an understanding of advances in behavioural science and organisation theory.
  • Interact effectively with others by developing an appreciation of the managerial problems generated by people in working groups.
  • Show an appreciation of the personnel role in the development of human resources.
  • Demonstrate the importance of equal opportunity in employment and to emphasise the role of personnel practitioners in the development of supervisors and managers of all races.
  • Demonstrate an understanding through application of the general aspects of the law affecting employment.

    10. Human Resources Management III
  • Develop corporate strategies and long range plans to successfully provision for human resources in the organisation
  • Discuss various labour relations issues and their importance and relevance to the organisation
  • Implement various human resource control mechanisms within the organisation
  • Identify and implement motivational strategies for human resources and give guidance to other functions within the organisation in this regard
  • Develop strategies to implement and manage change within the organisation-

    11. Employment Law
    Demonstrate a fundamental understanding of legislation affecting the workplace and the impact of such legislation affecting the workplace and the impact of such legislation on the organisation

    12. Organisational Behaviour
  • Demonstrate an understanding of human behaviour in the work environment
  • Apply the concepts to typical industrial problems

    13. Human Resource Development I
  • Display a fundamental understanding of training and the differences between training, education and development.
  • Identify legislation that affects training and implement these requirements within the organisation.
  • Develop a core understanding of the training principles applied to adult learning and apply these when training in the workplace.
  • Develop an understanding of the training process in organisations including job analysis and basic training needs analysis, development of training programmes, evaluation of training.

    14. Human Resources Management I
  • Describe the human resource management function.
  • Outline the principles of organisation; and
  • Explain the role played by human resource management in the establishment and maintenance of the organisation structure.
  • Identify the role of the human resources management in bringing expert advise to line management.

    15. Human Resources Management II
  • Demonstrate an understanding of advances in behavioural science and organisation theory.
  • Interact effectively with others by developing an appreciation of the managerial problems generated by people in working groups.
  • Show an appreciation of the personnel role in the development of human resources.
  • Demonstrate the importance of equal opportunity in employment and to emphasise the role of personnel practitioners in the development of supervisors and managers of all races.
  • Demonstrate an understanding through application of the general aspects of the law affecting employment.

    16. Human Resources Management III
  • Develop corporate strategies and long range plans to successfully provision for human resources in the organisation
  • Discuss various labour relations issues and their importance and relevance to the organisation
  • Implement various human resource control mechanisms within the organisation
  • Identify and implement motivational strategies for human resources and give guidance to other functions within the organisation in this regard
  • Develop strategies to implement and manage change within the organisation-


    17. Labour Relations I
  • Demonstrate a fundamental knowledge of the nature of labour relations and the parties involved, specifically trade unions, the State, and employers and employer organisations and to review the societal, historical and legal development of labour relations in South Africa.
  • Define and discuss the terms in labour relations, mechanisms for registration and the basic rights of employees and employers.
  • Analyse the impact of legislation on the organisation (Range: Labour Relations Act of 1995, Basic Conditions of Employment Act, Employment Equity Act, Skills Development Act and Skills Development Levies Act).
  • Describe the functioning of the grievance procedure and disciplinary codes.

    18. Accounting and Finance
  • Demonstrate broad knowledge of accounting and financial principles and practice
  • Use financial terminology
  • Interpret financial statements at a basic level
  • Use and understand financial information at a basic level

    Integrated assessment:

    1. Continuous assessment in the form of self-assessment is carried out by the learner. This is done using activities and self-evaluation exercises. Continuous assessment is also carried out by the facilitators in the form of assignments that the learner must submit upon completion of each module of the learning programme

    2. Formative and summative assessment are integrated in a final portfolio assessment, case studies, reports, tests and practical tasks. The learner builds up a portfolio of activities, assignments and projects which are assessed in order to determine whether the learner has achieved the exit level outcomes of the qualification 

  • ARTICULATION OPTIONS 
    1. Articulation possibilities exits with other Intec Higher Diplomas in Commerce and Management:
    Intec Higher Diploma in Human Resources Development

    2. The qualifications towards which the graduate may proceed are other managerial qualifications that are not specific to this particular context. Diversification into other specialised areas such as:
  • Cost and Accounting Management
  • Financial Accounting
  • Labour Relations
  • Marketing Management
  • Public Relations
  • General Management 

  • MODERATION OPTIONS 
    A system of second examiners within the institution will be used, together with a system of external examination at exit levels to the qualification. Where professional or statutory bodies are involved in determining the curriculum, they will also be involved in moderation 

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    For own staff will be used as assessors in a manner accommodated within the quality management system of the institution. This would apply to outside assessors also as they will have to comply with all quality assurance procedures of the institution 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2006; 2009; 2012; 2015. 

    NOTES 
    As per the SAQA decision to re-register all provider-based qualifications on the National Qualifications Framework that meet the criteria for re-registration, this qualification has been re-registered from 1 July 2018. N/A 

    LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION: 
     
    NONE 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS QUALIFICATION: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Damelin Correspondence College 
    2. Intec College 



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