Sa Journal of Human Resource Management最新文献

{"title":"Transformational leadership influences on work engagement and turnover intention in an engineering organisation","authors":"Thabisile Ntseke, Jeremy Mitonga-Monga, C. Hoole","doi":"10.4102/sajhrm.v20i0.2013","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.2013","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72467382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Industry 4.0: Emerging job categories and associated competencies in the automotive industry in South Africa","authors":"W. Macpherson, A. Werner, M. Mey","doi":"10.4102/sajhrm.v20i0.1916","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1916","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78266624","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Artificial intelligence and public sector human resource management in South Africa: Opportunities, challenges and prospects","authors":"A. Chilunjika, Kudakwashe Intauno, S. Chilunjika","doi":"10.4102/sajhrm.v20i0.1972","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1972","url":null,"abstract":"Orientation: The Fourth Industrial Revolution has transformed modern society by ushering in the fusion of advances in robotics, the Internet of Things (IoT), genetic engineering, quantum computing, and artificial intelligence (AI) among others. AI brings a range of different technologies and applications to interact with environments that comprise both the relevant objects and the interaction rules and have the capacity to process information in a way that resembles intelligent behaviour. Similarly, artificial intelligence is also being used in the human resources management (HRM) processes and functions in the public sector to map sequences to actions.Research purpose: The study explores the opportunities, challenges, and future prospects of integrating Artificial Intelligence (AI) and Public Sector Human Resource Management (HRM) in South Africa’s public sector.Motivation for the study: The study was motivated by the need to examine the dynamics surrounding the adoption, implementation and operationalisation of the 4IR in the management of human resources in the SA public sector in this unfolding dispensation.Research Approach: Data was collected using the extensive review of written records such as books, journal articles, book chapters among others which were purposively selected for use in this study. Data was analysed using content and thematic analysis techniques.Research Findings: The study established that Artificial Intelligence is beneficial in the sense that it can improve public service delivery in South Africa as the HRM personnel is enabled to focus more on the strategic areas of management by taking over routine tasks, and that it helps minimize bias in public service recruitment and selection. In contrast, research on potential challenges has revealed that combining Artificial Intelligence and Public Sector Human Resource Management may pose a threat to white-collar jobs.Practical/ Managerial Implications: This study may lead to practical applications of AI to support the HR functions of public sector entities in SA. The public managers are better informed about the impediments, gaps and opportunities that may arise from using AI in managing human resources in SA’s public sector.Contributions: This study contributes to the body of knowledge as it unpacks and informs the dynamics associated with the implementation of AI in managing human resources in public sector entities.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88881954","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Presenting a structural model of digitalised talent management in a new age: A case study on the mobile telecommunication industry in Iran","authors":"Mohammadsaleh Saadatmand, N. Safaie, M. Dastjerdi","doi":"10.4102/sajhrm.v20i0.1894","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1894","url":null,"abstract":"Orientation: Digital transformation has changed the process of talent management. Traditional models embraced activities and processes that guided the right employee towards the right positions or a broad view of talent management.Research purpose: This study aimed to investigate the mediating impact of digitalised process management on relationship between talent management (TM) and organisational performance.Motivation for the study: Digitalisation in enhanced industries such as mobile telecommunications emphasises agility required to attract talent in a dynamic environment in terms of marketing, competition, et cetera.Research approach, design and method: Research data were collected through a quantitative approach. The statistical population of participants in this research included 298 managers and specialists in the field of the mobile Iranian telecommunications industry. Data were collected using a standard questionnaire, the validity of which was assessed based on the validity of content and structure and its reliability through Cronbach’s alpha. Obtained model was analysed using SPSS version 26 and Smart PLS version 3.3.3 software.Practical or managerial implications: Impact of TM on organisational performance through the mediation of digitalised process management is identified. Results show that investments are required to correlate the digitalised process into TM processes to take organisational performance into the digitalisation era.Contribution or value-add: This study extends the knowledge about future of the TM process, which is enhanced by digitalisation aspects to support company and organisational performance for achieving and adopting in the digital era. The study also extends digitalisation process by using a structural model to investigate the future of process in mobile telecommunication industry in Iran.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85645165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Talent development as a source of sustainable competitive advantage for higher education institutions during the COVID-19 pandemic","authors":"Lawrence Abiwu, I. Martins","doi":"10.4102/sajhrm.v20i0.1777","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1777","url":null,"abstract":"Orientation: The coronavirus disease 2019 (COVID-19) pandemic has had profound consequences on all sectors of the economy. This global pandemic threatens the sustainability of all sectors, including higher education.Research purpose: This study aimed to investigate talent development strategies that promote the sustainability of higher education institutions during the COVID-19 pandemic.Motivation for the study: Several higher education institutions are struggling to survive during the COVID-19 pandemic. Therefore, this study is motivated by the need to promote the sustainability of South African higher education institutions through talent development.Research approach/design and method: A quantitative research approach was adopted to quantify the research phenomenon. A structured questionnaire was used to collect the data from 265 academics in three South African universities. The Statistical Package for the Social Sciences, version 27.0, was used to analyse the data. Cronbach’s alpha coefficient and factor analysis were computed to determine the reliability and validity of the questionnaire. Pearson’s correlations and regression analysis were used to determine the relationship between talent development strategies and sustainability.Main findings: The results showed that talent development strategies (training and development as well as career development) positively influenced the sustainability of South African universities during the COVID-19 pandemic.Practical/managerial implications: Universities can obtain sustainability through investment in their intellectual capital. This can be achieved through continuous training and development as well as career development.Contribution/value-addition: The study expands on limited empirical research on talent development and sustainable competitive advantage.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81121690","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Job stressors, work tension and job satisfaction of academics at a university in South Africa","authors":"Ncumisa Luzipho, P. Joubert, M. Dhurup","doi":"10.4102/sajhrm.v20i0.2015","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.2015","url":null,"abstract":"Orientation: Stress in the workplace is a common phenomenon that is classified in different ways and which also impacts academics. Previous research highlighted that job stressors in the workplace have been considered an important contributor towards low levels of job satisfaction (JS) for academics. This perspective aids the study of the influence of job stress on JS.Research purpose: The aim of this research was to establish the influence of role conflict (RC), role ambiguity (RA), role overload (RO) and time pressure (TP) on work tension (WT) and the influence of WT on JS among academics at a university of technology.Motivation for the study: The impact of the coronavirus disease 2019 (COVID-19) pandemic and the reduction of government and associated agency funding changed the scenario of academic life from being considered idyllic, autonomous and well protected. Congruent to these constraints, changes in the diversity of students and advances in technology, blended learning and the introduction of learning platforms created further challenges in the way students learn and how modules were offered.Research approach/design and method: The researchers used a postpositivist quantitative paradigm with a convenience sample (n = 250) of academics in a university of technology in Gauteng. A structured questionnaire encompassing the study constructs was used.Main findings: Results showed positive associations between RC, RA, RO and TP on WT. Further, WT and JS showed negative yet significant predictive relationships with JS.Practical/managerial implication: It is pivotal for universities to understand the effects of job stressors on job satisfaction to improve the working conditions for academics.Contribution/value-add: This research provides findings to the present body of knowledge among academics on the influence of job stressors on WT and WT on JS at HEIs. Research on job stress and JS has been of interest in many HEIs. The research makes a valuable contribution to the university management, especially the human resource division, on the effect of levels of job stressors (RC, RA, RO and TP) on WT among academics.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80484036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An exploration of factors influencing the retention of senior female employees in a financial services organisation","authors":"Lucy-Skye Hammond, M. Coetzee","doi":"10.4102/sajhrm.v20i0.1997","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1997","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90348473","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Professional personas and capabilities of the future people practitioner: A thematic review","authors":"Dieter Veldsman, M. Coetzee","doi":"10.4102/sajhrm.v20i0.2017","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.2017","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89634081","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring academic staff retention strategies: The case of Ghanaian technical universities","authors":"E. N. Kuuyelleh, Mohammad Alqahtani, Emmanuel Akanpaadgi","doi":"10.4102/sajhrm.v20i0.1975","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1975","url":null,"abstract":"staffs. The body of knowledge on retention strategies is extended from both empirical and theoretical perspective.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86564780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the job demands experienced by employees with hearing impairment in South Africa","authors":"Strauss Chelius, Bouwer E. Jonker, M. Brouwers","doi":"10.4102/sajhrm.v20i0.1998","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.1998","url":null,"abstract":"Orientation: South Africa’s employment equity agenda towards persons with disabilities requires more insight to develop polices and standards of practice.Research purpose: This study sought to inductively inquire about job characteristics that employees with hearing impairment (EwHIs) experience as job demands.Motivation for the study: Scholarly research regarding job demands experienced by EwHIs is underrepresented in low- and middle-income countries (LMICs) and specifically on the African continent. Therefore, this study aimed to address this gap in literature within the South African context.Research approach/design and method: An exploratory, qualitative research approach was used. Social constructivism served as the paradigm. The approach was complemented by a descriptive phenomenological design aimed at deeply understanding the job demands of EwHIs within South Africa Purposive sampling was used to identify 14 respondents. Data were collected by using open-ended deaf-accessible questionnaires. Inductive qualitative content analysis was used to analyse the data.Main findings: Communication demands and environmental stimuli demands emerged as unique job demands experienced by EwHIs. These job demands were not previously listed in the literature.Practical/managerial implications: The findings of this study have implications for policy, practice and decision-making. The implications relate to overcoming communication and task barriers as well as minimising task orientation variance experienced by EwHIs.Contribution/value-add: Unlisted themes of job demands that apply to EwHIs in South Africa were discovered. The improved understanding of these job demands contributes to the body of knowledge on both the theory of job demands and managing the work environments of EwHIs.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78888190","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}