Pub Date : 2023-02-21DOI: 10.4102/sajhrm.v21i0.2015
Ncumisa Luzipho, Pierre A. Joubert, Manilall Dhurup
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.
{"title":"Job stressors, work tension and job satisfaction of academics at a university in South Africa","authors":"Ncumisa Luzipho, Pierre A. Joubert, Manilall Dhurup","doi":"10.4102/sajhrm.v21i0.2015","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2015","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":"144 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136389732","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 : 2023-02-10DOI: 10.4102/sajhrm.v21i0.2022
Moehammad Reza Arfiansyah, Achmad Ushuluddin, Mohammad Affan, Waryani Fajar Riyant
work culture values in the Ministry of Religious Affairs of the Republic of Indonesia. Motivation for the study: The TPB has been considerably modified and expanded to predict various types of organizational behaviour in different fields. However, the modifications did not reduce or change the substance and have not yet been applied to religious organizations. In contrast to previous studies, this article modifies the TPB from its original form and applies it to religious organizations in Indonesia. Research approach/design and method: This article employs a quantitative method. Primary data include samples collected from all Regional Offices of the Ministry of Religious Affairs in 34 provinces in Indonesia, while data analysis uses structural equation modelling and structural models. Main findings: This article finds that the most decisive work culture value in the organisation of the Ministry of Religious Affairs of the Republic of Indonesia is spirituality (intention). Implications: Results of this study have extended the implementation of the TPB by modifying perceived behaviour control (PBC) with organisational culture, subjective norm with peer reference and attitude with spirituality to predict organisational values (Nilai Budaya Kerja – NBK)-based work behaviour at the Regional Offices of the Ministry of Religious Affairs with compliance intention as a mediating/intervening variable, which acquired positive and significant results. Contribution: Theoretically speaking, the findings in this study provide empirical evidence that modifying TPB reinforces TPB’s applicability to predict compliance intention and work behaviour. Practically speaking, this research provides recommendations for improving the implementation of the five organisational values to the Ministry of Religious Affairs in three aspects. First, enhance Civil Servants’ (Pegawai Negeri Sipil – PNS) spirituality by providing substantial understanding of religious values. Second, intensify the role and support of structural leaders, particularly echelon 1, 2 and 3 officials so they provide good examples in the implementation of NBK. Third, strengthen organisational culture at the Ministry of Religious Affairs by creating result/impact-oriented programme planning (result/impact oriented government).
印度尼西亚共和国宗教事务部的工作文化价值观。研究动机:TPB已经过相当大的修改和扩展，以预测不同领域的各种类型的组织行为。然而，这些修改并没有减少或改变其实质，也尚未适用于宗教组织。与以往的研究不同，本文对TPB的原始形式进行了修改，并将其应用于印度尼西亚的宗教组织。研究思路/设计与方法:本文采用定量分析方法。主要数据包括从印度尼西亚34个省宗教事务部所有区域办事处收集的样本，而数据分析使用结构方程模型和结构模型。主要发现:本文发现，在印度尼西亚共和国宗教事务部的组织中，最具决定性的工作文化价值是灵性(意图)。启示:本研究结果以遵从意向为中介/干预变量，透过组织文化、同伴参照的主观规范和灵性态度，修正感知行为控制(PBC)对宗教部区域办事处以组织价值观(Nilai Budaya Kerja - NBK)为基础的工作行为的预测，扩展了TPB的实施范围，取得了积极且显著的结果。贡献:从理论上讲，本研究的发现提供了经验证据，证明修改TPB可以增强TPB预测合规意愿和工作行为的适用性。在实践上，本研究从三个方面为宗教部提升五种组织价值观的实施提供建议。首先，通过提供对宗教价值观的实质性理解，提高公务员的灵性。第二，加强结构性领导人，特别是一、二、三梯队官员的作用和支持，使他们成为实施“一带一路”的好榜样。第三，通过创建以结果/影响为导向的方案规划(结果/影响导向的政府)，加强宗教事务部的组织文化。
{"title":"Intention as a determinant of Islamic work culture in Indonesia based on the modified theory of planned behavior","authors":"Moehammad Reza Arfiansyah, Achmad Ushuluddin, Mohammad Affan, Waryani Fajar Riyant","doi":"10.4102/sajhrm.v21i0.2022","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2022","url":null,"abstract":"work culture values in the Ministry of Religious Affairs of the Republic of Indonesia. Motivation for the study: The TPB has been considerably modified and expanded to predict various types of organizational behaviour in different fields. However, the modifications did not reduce or change the substance and have not yet been applied to religious organizations. In contrast to previous studies, this article modifies the TPB from its original form and applies it to religious organizations in Indonesia. Research approach/design and method: This article employs a quantitative method. Primary data include samples collected from all Regional Offices of the Ministry of Religious Affairs in 34 provinces in Indonesia, while data analysis uses structural equation modelling and structural models. Main findings: This article finds that the most decisive work culture value in the organisation of the Ministry of Religious Affairs of the Republic of Indonesia is spirituality (intention). Implications: Results of this study have extended the implementation of the TPB by modifying perceived behaviour control (PBC) with organisational culture, subjective norm with peer reference and attitude with spirituality to predict organisational values (Nilai Budaya Kerja – NBK)-based work behaviour at the Regional Offices of the Ministry of Religious Affairs with compliance intention as a mediating/intervening variable, which acquired positive and significant results. Contribution: Theoretically speaking, the findings in this study provide empirical evidence that modifying TPB reinforces TPB’s applicability to predict compliance intention and work behaviour. Practically speaking, this research provides recommendations for improving the implementation of the five organisational values to the Ministry of Religious Affairs in three aspects. First, enhance Civil Servants’ (Pegawai Negeri Sipil – PNS) spirituality by providing substantial understanding of religious values. Second, intensify the role and support of structural leaders, particularly echelon 1, 2 and 3 officials so they provide good examples in the implementation of NBK. Third, strengthen organisational culture at the Ministry of Religious Affairs by creating result/impact-oriented programme planning (result/impact oriented government).","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"1 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81199264","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 : 2023-01-27DOI: 10.4102/sajhrm.v21i0.2126
R. C. Els, Helen Meyer
Orientation: It is widely acknowledged that career development needs to be viewed as a critical element by organisations to capacitate employees and contribute to organisational success. The role of career development in capacitating leaders to ensure effective quality management (QM) of training is not well known.Research purpose: This research aimed to investigate officers in corps training units’ perceptions regarding the role of career development in managing the quality of training in the South African (SA) Army.Motivation for the study: Limited research exists concerning the career development of leaders responsible for the QM of training internationally and nationally. This study intended to fill the gap.Research design and method: Qualitative focus group interviews were conducted using a sample comprising 49 officers at six SA Army corps training units.Main findings: The appointment of unqualified and incompetent leaders in critical positions, lack of continuity in the staffing of personnel, the appointment of incompetent personnel in training positions and the lack of mentors and opportunities for mentoring of officers adversely affected the QM of training in the SA Army.Practical/managerial implications: There is a need for leaders in the SA Army to ensure that career development strategies are adequately planned and managed in the training context. This will ensure that leaders with adequate potential are appointed and developed to guarantee high-quality training.Contribution/value-add: This research provided an empirical description of the role that career development plays in the organisational system to ensure adequate QM of training.
{"title":"The role of career development in ensuring effective quality management of training","authors":"R. C. Els, Helen Meyer","doi":"10.4102/sajhrm.v21i0.2126","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2126","url":null,"abstract":"Orientation: It is widely acknowledged that career development needs to be viewed as a critical element by organisations to capacitate employees and contribute to organisational success. The role of career development in capacitating leaders to ensure effective quality management (QM) of training is not well known.Research purpose: This research aimed to investigate officers in corps training units’ perceptions regarding the role of career development in managing the quality of training in the South African (SA) Army.Motivation for the study: Limited research exists concerning the career development of leaders responsible for the QM of training internationally and nationally. This study intended to fill the gap.Research design and method: Qualitative focus group interviews were conducted using a sample comprising 49 officers at six SA Army corps training units.Main findings: The appointment of unqualified and incompetent leaders in critical positions, lack of continuity in the staffing of personnel, the appointment of incompetent personnel in training positions and the lack of mentors and opportunities for mentoring of officers adversely affected the QM of training in the SA Army.Practical/managerial implications: There is a need for leaders in the SA Army to ensure that career development strategies are adequately planned and managed in the training context. This will ensure that leaders with adequate potential are appointed and developed to guarantee high-quality training.Contribution/value-add: This research provided an empirical description of the role that career development plays in the organisational system to ensure adequate QM of training.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"87 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88034191","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 : 2023-01-20DOI: 10.4102/sajhrm.v21i0.2085
Munodani Chapano, Michelle R. Mey, Amanda Werner
Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation. Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace. Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation. Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis. Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed. Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively. Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.
{"title":"Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices","authors":"Munodani Chapano, Michelle R. Mey, Amanda Werner","doi":"10.4102/sajhrm.v21i0.2085","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2085","url":null,"abstract":"Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation. Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace. Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation. Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis. Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed. Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively. Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135201315","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 : 2023-01-12DOI: 10.4102/sajhrm.v21i0.2006
Sumari O'Neil, Nadia J. Davel, Natasja Holtzhausen
Orientation: Learnerships has been operationalised in South Africa as part of the National Skills Development Strategy (NSDS). The success of a learnership programme is influenced by stakeholder involvement. Research purpose: This study set out to explore the value of learnerships from an organisational stakeholder point of view. Motivation for the study: The stakeholder theory perspective posits the importance of stakeholders buy-in and involvement in learnership implementation. Research approach/design and method: Semi-structured interviews with three key stakeholders in a specific learnership programme were conducted in 2020. Data were analysed by means of thematic analysis using Atlas.ti 8.1. Main findings: Although the primary objective of learnerships is to develop vocational skills, the organisation and even larger community also reap benefits from hosting a learnership. These benefits include lower recruitment costs, capacity building with employees that understands the culture of the organisation, simplified onboarding, and community involvement. Practical/managerial implications: Skills development in the learnerships is largely facilitated by means of social and informal learning. Although formal training opportunities are an important part of learnership, it should be designed to include interaction and collaboration with employees in the organisation. Contribution/value added: Skills development as operationalised in the NSDS is part of the learner benefit of the learnership programme in South Africa. This article highlights how external stakeholders can reap greater benefits in terms of capacity building if the learners are engaged in meaningful organisational contribution.
{"title":"A short report of the value of learnerships from an organisational stakeholder point of view","authors":"Sumari O'Neil, Nadia J. Davel, Natasja Holtzhausen","doi":"10.4102/sajhrm.v21i0.2006","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2006","url":null,"abstract":"Orientation: Learnerships has been operationalised in South Africa as part of the National Skills Development Strategy (NSDS). The success of a learnership programme is influenced by stakeholder involvement. Research purpose: This study set out to explore the value of learnerships from an organisational stakeholder point of view. Motivation for the study: The stakeholder theory perspective posits the importance of stakeholders buy-in and involvement in learnership implementation. Research approach/design and method: Semi-structured interviews with three key stakeholders in a specific learnership programme were conducted in 2020. Data were analysed by means of thematic analysis using Atlas.ti 8.1. Main findings: Although the primary objective of learnerships is to develop vocational skills, the organisation and even larger community also reap benefits from hosting a learnership. These benefits include lower recruitment costs, capacity building with employees that understands the culture of the organisation, simplified onboarding, and community involvement. Practical/managerial implications: Skills development in the learnerships is largely facilitated by means of social and informal learning. Although formal training opportunities are an important part of learnership, it should be designed to include interaction and collaboration with employees in the organisation. Contribution/value added: Skills development as operationalised in the NSDS is part of the learner benefit of the learnership programme in South Africa. This article highlights how external stakeholders can reap greater benefits in terms of capacity building if the learners are engaged in meaningful organisational contribution.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136039529","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 : 2022-12-31DOI: 10.4102/sajhrm.v20i0.2215
No abstract available.
没有摘要。
{"title":"Table of Contents Vol 20 (2022)","authors":"","doi":"10.4102/sajhrm.v20i0.2215","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.2215","url":null,"abstract":"No abstract available.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"7 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87359269","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 : 2022-12-22DOI: 10.4102/sajhrm.v20i0.2089
K. Stanz
{"title":"2022: An editorial reflection","authors":"K. Stanz","doi":"10.4102/sajhrm.v20i0.2089","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.2089","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"19 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85919713","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 : 2022-12-19DOI: 10.4102/sajhrm.v20i0.2085
Munodani Chapano, M. Mey, A. Werner
Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation.Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace.Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation.Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis.Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed.Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively.Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.
{"title":"Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices","authors":"Munodani Chapano, M. Mey, A. Werner","doi":"10.4102/sajhrm.v20i0.2085","DOIUrl":"https://doi.org/10.4102/sajhrm.v20i0.2085","url":null,"abstract":"Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation.Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace.Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation.Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis.Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed.Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively.Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"4 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80174750","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 : 2022-12-15DOI: 10.4102/sajhrm.v20i0.2029
Lister Chada, N. Mashavira, M. Mathibe
Orientation: There is a continued call to understand those factors that not only affect work engagement but also reduce turnover. A broad umbrella of work emerges arguing for ascertaining how decent work conditions affect these outcomes of work.Research purpose: To offer insight into the relationship between decent work, job engagement and turnover intention in the retail sector in Zimbabwe.Motivations for the study: Rapid changes in the business environment have undoubtedly led to a deterioration of work standards across all sectors although the retail sector seems to have been more vulnerable and suffered the most. This calls for the need to investigate on decent work, a key mechanism in maximising labour force potential such as job engagement and turnover intentions are not ignored.Research approach/design and method: The study adopted a descriptive survey design using a quantitative approach. The Statistical Package for Social Science (SPSS) was used for the purpose of analysis with the Structural Equation Model (SEM) utilised.Main findings: The study found a positive significant relationship between decent work and job engagement. A positive significant relationship was also established between job engagement and turnover intention whereas, a very weak and statistically insignificant relationship existed between decent work and turnover intention.Practical/managerial implications: Retail sector managers ought to prioritise decent work and pay closer attention to its impact on job engagement and turnover intention. A focus on these constructs will breed a highly engaged and committed workforce that will give the sector competitive advantage.Contribution: Very few studies have shed light on the construct of decent work in developing economies, and specifically in Zimbabwe. Decent work is critical in the realisation of the sustainable development goal (SDG) 8. Its correlation with job engagement and turnover intention brings to light quite invaluable insights to the management of human capital in the retail sector.
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