Pub Date : 2023-11-09DOI: 10.4102/sajhrm.v21i0.2217
Azlyn Ahmad Zawawi, Norsyazwani Ab Halim, Nur Zafifa Kamarunzaman, Azita Ahmad Zawawi, Fatimah Wati Halim
Orientation: This study examined the linkage between team communication, team motivation and search and rescue (SAR) team performance.Research purpose: The study intends to investigate the impact of selected team factors that affect team performance, while adding to the scarce studies done on SAR team performance (especially in Malaysia).Motivation for the study: Search and rescue teams are skilled elite teams that can reflect the true characteristics of a team’s performance.Research approach / design and method: The study comprised 850 individual team members who were aggregated into 209 teams. Teams were among the SAR teams of the Malaysian Fire and Rescue Department. The study used a quantitative approach, employing the purposive sampling technique. The relationships between team communication, team motivation and SAR team performance were analysed using the structural equation modelling (SEM).Main findings: The results indicate that team communication affects SAR team performance; however, the relationship is not mediated by team motivation.Practical/managerial implications: Team communication is vital to the achievement of teams’ objectives. However, in life-and-death situations, which are usual for SAR teams, team motivation does not have a role in how communication affects the teams’ performance. Team leaders and the managers of SAR teams need to focus on effective communication techniques in order to achieve excellent performance. This includes the use of appropriate verbal and non-verbal communication.Contribution/value-add: This study adds value to the current literature on team performance, specifically SAR team performance.
{"title":"The linkage between team communication, team motivation and search and rescue team performance","authors":"Azlyn Ahmad Zawawi, Norsyazwani Ab Halim, Nur Zafifa Kamarunzaman, Azita Ahmad Zawawi, Fatimah Wati Halim","doi":"10.4102/sajhrm.v21i0.2217","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2217","url":null,"abstract":"Orientation: This study examined the linkage between team communication, team motivation and search and rescue (SAR) team performance.Research purpose: The study intends to investigate the impact of selected team factors that affect team performance, while adding to the scarce studies done on SAR team performance (especially in Malaysia).Motivation for the study: Search and rescue teams are skilled elite teams that can reflect the true characteristics of a team’s performance.Research approach / design and method: The study comprised 850 individual team members who were aggregated into 209 teams. Teams were among the SAR teams of the Malaysian Fire and Rescue Department. The study used a quantitative approach, employing the purposive sampling technique. The relationships between team communication, team motivation and SAR team performance were analysed using the structural equation modelling (SEM).Main findings: The results indicate that team communication affects SAR team performance; however, the relationship is not mediated by team motivation.Practical/managerial implications: Team communication is vital to the achievement of teams’ objectives. However, in life-and-death situations, which are usual for SAR teams, team motivation does not have a role in how communication affects the teams’ performance. Team leaders and the managers of SAR teams need to focus on effective communication techniques in order to achieve excellent performance. This includes the use of appropriate verbal and non-verbal communication.Contribution/value-add: This study adds value to the current literature on team performance, specifically SAR team performance.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":" 12","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135291195","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}
Pub Date : 2023-10-31DOI: 10.4102/sajhrm.v21i0.2279
Annelize Van Niekerk
Orientation: Cross-border acquisitions are instrumental in international businesses’ expansions, even though 70% fail. This necessitates risk and change management as driving forces. The context of this case study is within a change management initiative implementation during a cross-border acquisition between a global organisation and its African subsidiary. Research purpose: The study explored the psychosocial factors that influence the successful implementation of a change management initiative. Also, recommendations are made towards mitigating psychosocial risks that should be incorporated as part of a well-thought-through change management initiative and process, in a multifaceted Africa context. Motivation for the study: To understand the psychosocial factors posing a risk and becoming impeding factors within a multifaceted African merger and during a cross-border change management initiative. Research approach/design and method: A qualitative approach and case study design, adopting a hermeneutic phenomenological paradigm, was applied. Data were collected through semi-structured interviews and analysed using Tesch’s content analysis. Main findings: Having an awareness of psychosocial factors influencing change initiatives, requires interconnectedness and co-construction, to enable successful implementation, while mitigating risk. The African context greatly values culture, relationship, trust, respect, and collaboration. Thus, risk cannot be managed without managing change and contrariwise. Practical/managerial implications: In multifaceted Africa, the importance of stakeholder inclusion and engagement are highlighted, and the importance of stakeholder and task integration towards mitigating risks and modifying psychosocial behaviour are emphasised. Contribution/value-add: Substantive evidence enables a better understanding of psychological risk factors impeding change within a multifaceted environment. Interconnectedness and co-construction enable effective risk mitigation and change implementation.
{"title":"Psychosocial factors influencing change management: An African cross-border acquisition case","authors":"Annelize Van Niekerk","doi":"10.4102/sajhrm.v21i0.2279","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2279","url":null,"abstract":"Orientation: Cross-border acquisitions are instrumental in international businesses’ expansions, even though 70% fail. This necessitates risk and change management as driving forces. The context of this case study is within a change management initiative implementation during a cross-border acquisition between a global organisation and its African subsidiary. Research purpose: The study explored the psychosocial factors that influence the successful implementation of a change management initiative. Also, recommendations are made towards mitigating psychosocial risks that should be incorporated as part of a well-thought-through change management initiative and process, in a multifaceted Africa context. Motivation for the study: To understand the psychosocial factors posing a risk and becoming impeding factors within a multifaceted African merger and during a cross-border change management initiative. Research approach/design and method: A qualitative approach and case study design, adopting a hermeneutic phenomenological paradigm, was applied. Data were collected through semi-structured interviews and analysed using Tesch’s content analysis. Main findings: Having an awareness of psychosocial factors influencing change initiatives, requires interconnectedness and co-construction, to enable successful implementation, while mitigating risk. The African context greatly values culture, relationship, trust, respect, and collaboration. Thus, risk cannot be managed without managing change and contrariwise. Practical/managerial implications: In multifaceted Africa, the importance of stakeholder inclusion and engagement are highlighted, and the importance of stakeholder and task integration towards mitigating risks and modifying psychosocial behaviour are emphasised. Contribution/value-add: Substantive evidence enables a better understanding of psychological risk factors impeding change within a multifaceted environment. Interconnectedness and co-construction enable effective risk mitigation and change implementation.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135809121","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}
Pub Date : 2023-09-29DOI: 10.4102/sajhrm.v21i0.2226
Charles Hanu, Njabulo Khumalo
{"title":"Developing ambidexterity and resilience: The predictive role of high-performance work systems","authors":"Charles Hanu, Njabulo Khumalo","doi":"10.4102/sajhrm.v21i0.2226","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2226","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135294116","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}
Pub Date : 2023-09-27DOI: 10.4102/sajhrm.v21i0.2254
Kiara N. Nyanhongo, Lesego V. Mokhutsane, Mahlapane T. Mosebi, Thato M. Thobejane, Thabang S. Mathudi, Musawenkosi D. Saurombe
Orientation: Several existing studies examine the effect organisational structures have on businesses, but there is limited research that considers the effects unforeseen crises have on organisational structures. Research purpose: The study sought to determine the effects that the coronavirus disease 2019 (COVID-19) pandemic and lockdown had on the organisational structure of a provincial health department, specifically relating to performance management, employee productivity and organisational citizenship behaviour. Motivation for the study: Additional pressure on health workers, who were seen as ‘essential workers’ during the pandemic, motivated the investigation of how organisational structure affects employees’ ability to perform their duties during crises. Research approach/design and method: The study employed a quantitative research approach, using surveys. A non-experimental research method and convenience sampling were employed and a sample of 207 respondents ( n = 207) was achieved. Main findings: The respondents agreed that the pandemic did not cause a decline in their performance due to effective workload management. They also agreed that they still felt passionate about their work during the pandemic. They further posited that the pandemic emphasised the importance of teamwork. Practical/managerial implications: The study offers insights into some factors that produced successful outcomes when handling the pandemic, which can inform organisational strategy during any similar future crises. Contribution/value-add: The study adds to the limited literature linking human resources management and change or crisis management, which is critical when navigating a rapidly changing present and an increasingly uncertain workplace future.
{"title":"The perceived impact of a global pandemic on a provincial department’s organisational structure","authors":"Kiara N. Nyanhongo, Lesego V. Mokhutsane, Mahlapane T. Mosebi, Thato M. Thobejane, Thabang S. Mathudi, Musawenkosi D. Saurombe","doi":"10.4102/sajhrm.v21i0.2254","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2254","url":null,"abstract":"Orientation: Several existing studies examine the effect organisational structures have on businesses, but there is limited research that considers the effects unforeseen crises have on organisational structures. Research purpose: The study sought to determine the effects that the coronavirus disease 2019 (COVID-19) pandemic and lockdown had on the organisational structure of a provincial health department, specifically relating to performance management, employee productivity and organisational citizenship behaviour. Motivation for the study: Additional pressure on health workers, who were seen as ‘essential workers’ during the pandemic, motivated the investigation of how organisational structure affects employees’ ability to perform their duties during crises. Research approach/design and method: The study employed a quantitative research approach, using surveys. A non-experimental research method and convenience sampling were employed and a sample of 207 respondents ( n = 207) was achieved. Main findings: The respondents agreed that the pandemic did not cause a decline in their performance due to effective workload management. They also agreed that they still felt passionate about their work during the pandemic. They further posited that the pandemic emphasised the importance of teamwork. Practical/managerial implications: The study offers insights into some factors that produced successful outcomes when handling the pandemic, which can inform organisational strategy during any similar future crises. Contribution/value-add: The study adds to the limited literature linking human resources management and change or crisis management, which is critical when navigating a rapidly changing present and an increasingly uncertain workplace future.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135534929","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}
Pub Date : 2023-09-22DOI: 10.4102/sajhrm.v21i0.2224
Wayne E. Macpherson, Amanda Werner, Michelle R. Mey
Orientation: South African automotive organisations require talented employees to compete both nationally and on a global scale, within the setting of Industry 4.0. Research purpose: This article was aimed at identifying talent management approaches for South African automotive organisations to ensure the availability of talent for Industry 4.0 talent demands. Motivation for this study: In general, South African organisations struggle with securing, developing and retaining talent, a challenge aggravated by accelerated technological breakthroughs accompanying Industry 4.0. Research approach/design and method: This article reports on the quantitative component of a combined method study conducted in South Africa’s automotive industry. Data were collected from operational and human resource management professionals in automotive organisations through convenience sampling. Main findings: A greater collaborative effort is required of key stakeholders associated with the automotive industry and within automotive organisations to address the issue of talent in a holistic and focused manner. Practical/managerial implications: The adoption of advanced technologies in the automotive industry necessitates the upskilling and reskilling of current employees, and a renewed focus on attracting talent specifically targeted for Industry 4.0 developments which require collaboration between government, automotive industry, and educational institutions. Contribution/value-add: The article emphasised a holistic approach to talent supply and management for South African automotive organisations in consideration of Industry 4.0, with implications for the government, educational institutions and the automotive industry.
{"title":"Talent approaches for the South African automotive industry","authors":"Wayne E. Macpherson, Amanda Werner, Michelle R. Mey","doi":"10.4102/sajhrm.v21i0.2224","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2224","url":null,"abstract":"Orientation: South African automotive organisations require talented employees to compete both nationally and on a global scale, within the setting of Industry 4.0. Research purpose: This article was aimed at identifying talent management approaches for South African automotive organisations to ensure the availability of talent for Industry 4.0 talent demands. Motivation for this study: In general, South African organisations struggle with securing, developing and retaining talent, a challenge aggravated by accelerated technological breakthroughs accompanying Industry 4.0. Research approach/design and method: This article reports on the quantitative component of a combined method study conducted in South Africa’s automotive industry. Data were collected from operational and human resource management professionals in automotive organisations through convenience sampling. Main findings: A greater collaborative effort is required of key stakeholders associated with the automotive industry and within automotive organisations to address the issue of talent in a holistic and focused manner. Practical/managerial implications: The adoption of advanced technologies in the automotive industry necessitates the upskilling and reskilling of current employees, and a renewed focus on attracting talent specifically targeted for Industry 4.0 developments which require collaboration between government, automotive industry, and educational institutions. Contribution/value-add: The article emphasised a holistic approach to talent supply and management for South African automotive organisations in consideration of Industry 4.0, with implications for the government, educational institutions and the automotive industry.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136015627","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}
Pub Date : 2023-08-31DOI: 10.4102/sajhrm.v21i0.2125
Orometswe K. Somfula, Emmanuel Zhanda
Orientation: Organisations are hesitant to implement new technologies that are beneficial to the organisation to achieve their goals more effectively and efficiently.Research purpose: The study’s major aim was to investigate the best practices of training and skills development in the wake of the Fourth Industrial Revolution (4IR) using a case study of Botswana borehole drilling companies.Motivation for the study: Training and skills development in the wake of the 4IR has received little investigation in Botswana and hence this study looked for the best practices in training and skills development in the aftermath of the 4IR and its impact on Botswana’s borehole drilling companies.Research approach/design and method: A quantitative descriptive research design was adopted for this study. A probability sample consisting of 100 participants from a population of 300 workers of Botswana borehole drilling companies was studied. Data were gathered using questionnaires and analysed using Statistical Package for the Social Sciences (SPSS).Main findings: The study findings showed that training and skills development play an important role in equipping employees with new skills, especially in this modern day of technological advancement for an organisation to have a competitive advantage.Practical/managerial implications: There is a need in organisations to unlearn old technologies and practices and relearn new ones to successfully adapt to the realities of disruptions from technological advancement.Contribution/value-add: The study recommended that businesses in the borehole drilling sector should embark on training and skills development if their workers are to keep abreast with the relevant technology in the industry.
{"title":"Training and skills development in the wake of the Fourth Industrial Revolution: Evidence from Botswana borehole drilling companies","authors":"Orometswe K. Somfula, Emmanuel Zhanda","doi":"10.4102/sajhrm.v21i0.2125","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2125","url":null,"abstract":"Orientation: Organisations are hesitant to implement new technologies that are beneficial to the organisation to achieve their goals more effectively and efficiently.Research purpose: The study’s major aim was to investigate the best practices of training and skills development in the wake of the Fourth Industrial Revolution (4IR) using a case study of Botswana borehole drilling companies.Motivation for the study: Training and skills development in the wake of the 4IR has received little investigation in Botswana and hence this study looked for the best practices in training and skills development in the aftermath of the 4IR and its impact on Botswana’s borehole drilling companies.Research approach/design and method: A quantitative descriptive research design was adopted for this study. A probability sample consisting of 100 participants from a population of 300 workers of Botswana borehole drilling companies was studied. Data were gathered using questionnaires and analysed using Statistical Package for the Social Sciences (SPSS).Main findings: The study findings showed that training and skills development play an important role in equipping employees with new skills, especially in this modern day of technological advancement for an organisation to have a competitive advantage.Practical/managerial implications: There is a need in organisations to unlearn old technologies and practices and relearn new ones to successfully adapt to the realities of disruptions from technological advancement.Contribution/value-add: The study recommended that businesses in the borehole drilling sector should embark on training and skills development if their workers are to keep abreast with the relevant technology in the industry.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"13 4 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78250094","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}
Pub Date : 2023-08-31DOI: 10.4102/sajhrm.v21i0.2203
J. E. Breedt, B. Marais, Jon Patricios
Orientation: Numerous international studies have investigated the well-being of school Heads. Studies have shown the impact of psychosocial work conditions leading to burnout and stress, negatively impacting on mental well-being. This study aimed to determine the psychosocial work conditions and mental well-being of South African independent School Heads.Research purpose: Assessing the psychosocial work conditions and the potential impact on mental well-being of school Heads as this has not been previously studied in South Africa.Motivation for the study: Heads have multiple responsibilities in the school setting. An imbalance in job resources and demands as reflected by the psychosocial work conditions negatively impacts mental well-being and puts Heads at risk for mental illness.Research approach/design and method: The study adopted a quantitative research approach, using an anonymous cross-sectional questionnaire design, distributed to Heads of independent schools in South Africa (N = 817; n = 296). A demographic questionnaire, the Copenhagen Psychosocial Questionnaire (COPSOQ) III-middle version and mental health continuum-short form (MHC-SF) were used to collect data. Spearman correlation, analysis of variance and univariate linear regression were used to describe associations.Main findings: This study demonstrated fair correlation between various psychosocial work conditions and mental well-being. Furthermore, two demographic groups were identified as being most at risk for poorer well-being: younger and female Heads.Practical/managerial implications: This study assisted in identifying at risk groups for possible psychosocial intervention.Contribution/value-add: This study served to address the previous knowledge gap in South Africa regarding the mental well-being of school Heads and will potentially pioneer further studies in specific modifiable factors and intervention programmes.
取向:许多国际研究调查了学校校长的福祉。研究表明，社会心理工作条件的影响会导致倦怠和压力，对心理健康产生负面影响。本研究旨在确定南非独立学校校长的社会心理工作条件和心理健康状况。研究目的:评估学校校长的社会心理工作条件及其对心理健康的潜在影响，因为这在南非以前没有进行过研究。研究动机:校长在学校环境中负有多重责任。社会心理工作条件所反映的工作资源和需求的不平衡对心理健康产生负面影响，并使head面临患精神疾病的风险。研究方法/设计和方法:本研究采用定量研究方法，采用匿名横断面问卷设计，向南非私立学校的校长分发(N = 817;N = 296)。采用人口统计问卷、哥本哈根社会心理问卷(COPSOQ) iii -中期版和心理健康连续短表(MHC-SF)收集数据。使用Spearman相关、方差分析和单变量线性回归来描述相关性。主要发现:本研究显示各种社会心理工作条件与心理健康之间存在一定的相关性。此外，有两个人口群体被确定为福祉较差的风险最大:年轻人和女性校长。实践/管理意义:本研究有助于识别可能的心理社会干预的风险群体。贡献/增值:这项研究有助于解决南非以前在学校校长心理健康方面的知识差距，并有可能开创具体可改变因素和干预方案的进一步研究。
{"title":"The psychosocial work conditions and mental well-being of independent school heads in South Africa","authors":"J. E. Breedt, B. Marais, Jon Patricios","doi":"10.4102/sajhrm.v21i0.2203","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2203","url":null,"abstract":"Orientation: Numerous international studies have investigated the well-being of school Heads. Studies have shown the impact of psychosocial work conditions leading to burnout and stress, negatively impacting on mental well-being. This study aimed to determine the psychosocial work conditions and mental well-being of South African independent School Heads.Research purpose: Assessing the psychosocial work conditions and the potential impact on mental well-being of school Heads as this has not been previously studied in South Africa.Motivation for the study: Heads have multiple responsibilities in the school setting. An imbalance in job resources and demands as reflected by the psychosocial work conditions negatively impacts mental well-being and puts Heads at risk for mental illness.Research approach/design and method: The study adopted a quantitative research approach, using an anonymous cross-sectional questionnaire design, distributed to Heads of independent schools in South Africa (N = 817; n = 296). A demographic questionnaire, the Copenhagen Psychosocial Questionnaire (COPSOQ) III-middle version and mental health continuum-short form (MHC-SF) were used to collect data. Spearman correlation, analysis of variance and univariate linear regression were used to describe associations.Main findings: This study demonstrated fair correlation between various psychosocial work conditions and mental well-being. Furthermore, two demographic groups were identified as being most at risk for poorer well-being: younger and female Heads.Practical/managerial implications: This study assisted in identifying at risk groups for possible psychosocial intervention.Contribution/value-add: This study served to address the previous knowledge gap in South Africa regarding the mental well-being of school Heads and will potentially pioneer further studies in specific modifiable factors and intervention programmes.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"22 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76626153","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}
Pub Date : 2023-08-31DOI: 10.4102/sajhrm.v21i0.2227
Nelly Mashaba, D. Botha
Orientation: Since the advent of democracy, various laws and policies have been enacted to redress past inequalities concerning women’s inclusion in mining.Research purpose: The study aimed to investigate factors influencing women’s attraction to technical positions in the South African mining industry and to also uncover what could be done to encourage their successful participation in the industry.Motivation for the study: Despite the availability of opportunities in the mining industry, women’s occupancy of technical positions is moving at a snail’s pace.Research approach/design and method: The research was conducted using a convergent parallel mixed-methods research design, with a sample consisting of women in technical mining positions and employer representatives.Main findings: The exploratory factor analysis identified four factors as important for attracting women to technical mining positions. These were application and development value, interest value, economic value and social value. The qualitative findings revealed that the following barriers affect the inclusion of women in mining: the lack of career awareness of mining-related qualifications; the notion that mining jobs are physically demanding for women; work-life balance issues and a workplace culture in mining that is perceived as unwelcoming to women.Practical/managerial implications: This research is significant in that it provides employers and human resource managers with information about factors affecting the attraction of women to technical positions in South Africa’s mining industry and globally.Contribution/value-add: This study contributes to the body of knowledge on women in mining, generally, and the factors attracting women to technical mining positions, specifically.
{"title":"Factors affecting the attraction of women to technical mining positions in South Africa","authors":"Nelly Mashaba, D. Botha","doi":"10.4102/sajhrm.v21i0.2227","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2227","url":null,"abstract":"Orientation: Since the advent of democracy, various laws and policies have been enacted to redress past inequalities concerning women’s inclusion in mining.Research purpose: The study aimed to investigate factors influencing women’s attraction to technical positions in the South African mining industry and to also uncover what could be done to encourage their successful participation in the industry.Motivation for the study: Despite the availability of opportunities in the mining industry, women’s occupancy of technical positions is moving at a snail’s pace.Research approach/design and method: The research was conducted using a convergent parallel mixed-methods research design, with a sample consisting of women in technical mining positions and employer representatives.Main findings: The exploratory factor analysis identified four factors as important for attracting women to technical mining positions. These were application and development value, interest value, economic value and social value. The qualitative findings revealed that the following barriers affect the inclusion of women in mining: the lack of career awareness of mining-related qualifications; the notion that mining jobs are physically demanding for women; work-life balance issues and a workplace culture in mining that is perceived as unwelcoming to women.Practical/managerial implications: This research is significant in that it provides employers and human resource managers with information about factors affecting the attraction of women to technical positions in South Africa’s mining industry and globally.Contribution/value-add: This study contributes to the body of knowledge on women in mining, generally, and the factors attracting women to technical mining positions, specifically.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"17 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79430367","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}
Pub Date : 2023-08-30DOI: 10.4102/sajhrm.v21i0.2238
G. Southgate, J. K. Aderibigbe, T. Balogun, B. Mahembe
Orientation: The study examined transformational leadership (TFL), transactional leadership (TSL) and servant leadership (SL) as predictors of employee engagement (EE) at a tertiary institution in Cape Town.Research purpose: The study empirically investigated the predictive role of TFL, TSL and SL in EE among a university’s staff in Cape Town.Motivation for the study: The workforce disruption known as ‘The Great Resignation’, in which many Americans voluntarily left their jobs during the coronavirus disease 2019 (COVID-19) pandemic, provides evidence of the necessity for this investigation.Research approach/design and method: The study adopted the positivist philosophical view using an explanatory survey research design and a quantitative approach. The researchers sampled 198 administrative and support staff via a validated questionnaire.Main findings: The study showed a statistically significant collective impact of TFL, TSL and SL on EE (R2 = 0.268; F = 25.019; p 0.01). Similarly, the study’s findings revealed a statistically significant impact of TFL on EE (β = 0.269; t = 3.115; p 0.01) and a statistically significant influence of TSL on EE (β = 0.254; t = 3.020; p 0.01). However, the results indicated that SL did not significantly impact EE.Practical/managerial implications: Management of tertiary institutions and supervisors should possess TFL and TSL competencies and be swift in engaging their subordinates.Contribution/value-add: The research outcomes provides insight into enhancing an engaged workforce and proactive measures to increase EE.
{"title":"Leadership styles as predictors of employee engagement at a selected tertiary institution","authors":"G. Southgate, J. K. Aderibigbe, T. Balogun, B. Mahembe","doi":"10.4102/sajhrm.v21i0.2238","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2238","url":null,"abstract":"Orientation: The study examined transformational leadership (TFL), transactional leadership (TSL) and servant leadership (SL) as predictors of employee engagement (EE) at a tertiary institution in Cape Town.Research purpose: The study empirically investigated the predictive role of TFL, TSL and SL in EE among a university’s staff in Cape Town.Motivation for the study: The workforce disruption known as ‘The Great Resignation’, in which many Americans voluntarily left their jobs during the coronavirus disease 2019 (COVID-19) pandemic, provides evidence of the necessity for this investigation.Research approach/design and method: The study adopted the positivist philosophical view using an explanatory survey research design and a quantitative approach. The researchers sampled 198 administrative and support staff via a validated questionnaire.Main findings: The study showed a statistically significant collective impact of TFL, TSL and SL on EE (R2 = 0.268; F = 25.019; p 0.01). Similarly, the study’s findings revealed a statistically significant impact of TFL on EE (β = 0.269; t = 3.115; p 0.01) and a statistically significant influence of TSL on EE (β = 0.254; t = 3.020; p 0.01). However, the results indicated that SL did not significantly impact EE.Practical/managerial implications: Management of tertiary institutions and supervisors should possess TFL and TSL competencies and be swift in engaging their subordinates.Contribution/value-add: The research outcomes provides insight into enhancing an engaged workforce and proactive measures to increase EE.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"40 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75640703","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}
Pub Date : 2023-08-28DOI: 10.4102/sajhrm.v21i0.2244
Lieli Suharti, Rakhel P. Kurniawati
Orientation: Employees need mental toughness to perform in crisis and increasingly competitive environments. Mental toughness is a psychological construct that arguably motivates individual to perform well and confidently.Research purpose: This study aims to investigate the impacts of self-esteem and perceived inclusion on mental toughness, the impact of mental toughness on competitive performance and the role of coaching in moderating the impacts of self-esteem and perceived inclusion on mental toughness.Motivation for the study: Mental toughness from the human resource management (HRM) perspective remains understudied. This study is expected to contribute to the literature on individuals’ positive behaviours in organisations.Research approach/design and method: This study is an explanatory research with 174 supervisors of Indonesian hotels as the respondents selected using a judgemental sampling technique. The data are analysed using partial least squares structural equation modelling with the SmartPLS 3.0 programme.Main findings: The findings show significant effects of self-esteem and perceived inclusion on mental toughness. Further, mental toughness affects supervisors’ competitive performance. This study also finds that coaching moderates the association between perceived inclusion and mental toughness. However, coaching cannot moderate the effect of self-esteem on mental toughness.Practical/managerial implications: Organisations can develop their employees’ mental toughness by bolstering their self-esteem, promoting an organisational culture that embraces inclusion and implementing regular and continuous coaching for employees.Contribution/value-add: This study analyses mental toughness from the HRM perspective. Accordingly, the implementation of the findings in organisations arguably contributes to individuals’ workplace positive behaviours.
{"title":"Mental toughness and competitive performance of Indonesian hotel supervisors","authors":"Lieli Suharti, Rakhel P. Kurniawati","doi":"10.4102/sajhrm.v21i0.2244","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2244","url":null,"abstract":"Orientation: Employees need mental toughness to perform in crisis and increasingly competitive environments. Mental toughness is a psychological construct that arguably motivates individual to perform well and confidently.Research purpose: This study aims to investigate the impacts of self-esteem and perceived inclusion on mental toughness, the impact of mental toughness on competitive performance and the role of coaching in moderating the impacts of self-esteem and perceived inclusion on mental toughness.Motivation for the study: Mental toughness from the human resource management (HRM) perspective remains understudied. This study is expected to contribute to the literature on individuals’ positive behaviours in organisations.Research approach/design and method: This study is an explanatory research with 174 supervisors of Indonesian hotels as the respondents selected using a judgemental sampling technique. The data are analysed using partial least squares structural equation modelling with the SmartPLS 3.0 programme.Main findings: The findings show significant effects of self-esteem and perceived inclusion on mental toughness. Further, mental toughness affects supervisors’ competitive performance. This study also finds that coaching moderates the association between perceived inclusion and mental toughness. However, coaching cannot moderate the effect of self-esteem on mental toughness.Practical/managerial implications: Organisations can develop their employees’ mental toughness by bolstering their self-esteem, promoting an organisational culture that embraces inclusion and implementing regular and continuous coaching for employees.Contribution/value-add: This study analyses mental toughness from the HRM perspective. Accordingly, the implementation of the findings in organisations arguably contributes to individuals’ workplace positive behaviours.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"11 Suppl 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85658765","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}
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