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Faculty of Management Sciences

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Start date: 2020Subject: search.filters.subject.Personnel management--South Africa

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Now showing 1 - 4 of 4
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    Leadership approaches to talent development and retention : a case study of a UOT in South Africa based on system dynamics
    (2024-05) Govender, Gonasagren; Bodhanya, Shamim
    Higher Education (HE) in South Africa has been recently affected by high staff turnover in the science faculties. The higher education system is under severe pressure given that the academic cohort of scientists comprises a majority of ageing white males. Thus, the higher education sector will have to ensure it attracts and retains scientific staff to address this potential crisis. High turnover sometimes occurs as a result of poaching from ‘sister institutions’ but, in the main, is due to staff losses to the private sector because universities cannot match the salaries offered in the private sector. A shortage of scarce skills has left universities with no option but to appoint foreigners in some faculties. This has a negative impact on staff retention. Furthermore, a career in academia is sometimes embraced through default rather than conscious choice. This results in lower productivity as there is little motivation for new staff to perform to their potential since they see academia as a stepping-stone to their ‘real career.’ Therefore, this study, sought to evaluate leadership approaches to talent development and retention using a qualitative system dynamics model. System dynamics modelling is a computer simulation approach to addressing social issues that is rooted in the agency-structure debate. The fundamental thesis of system dynamics is that the behaviour or observed phenomena in any system over time is largely determined by its structure and that effective changes or modifications can only be achieved through an understanding of the structure. The research was primarily qualitative, as system dynamics requires elicitation and understanding of the prevailing mental models in a system as the basis for developing a simulation model. System dynamics modelling primarily follows the systems thinking paradigm, which is a philosophical world view that is rooted in holism. The system thinking paradigm holds that all things and events inadvertently form part of a larger whole and they can be best understood within the context of this larger whole. A purposive sample of 30 members of staff from human resources management, executive management and members of the University Council was used to collect data through interviews and focus groups. Data was analysed using NVivo and a qualitative system dynamic modelling approach. The findings of the study led to identification of four consolidated themes, viz. talent development and retention; a system for talent management and retention; a process for talent management and retention, and recommendations for talent management and retention. The afore-mentioned themes were further categorised into nine sub-themes. The results show that several factors impact talent management, including bureaucracy and a lack of proper promotion processes. The findings from the system dynamics approach led to the formulation of four key variables: work pressurised induced turnover, resource dynamics for staff development, training dynamics and consultative strategic planning. The identified variables led to the development of an integrated SD-CLD model on leadership approaches to talent development and retention, which is a key contribution of this study. Therefore, institutions of higher learning must come up with talent development strategies that adhere to the prevailing laws such as the Employment Equity Act to achieve their strategic goals. A targeted training initiative is fundamental in developing the skills of academics in terms of teaching and learning and research. Hence, departmental courses, seminars and workshops for teaching and learning research excellence and general academic development need to be seriously debated within a given collegial, intellectual, and academic environment. This study has contributed to the literature on talent management, leadership, and retention from a university of technology where resource, constraints, culture, and politics play a crucial role on the final recipe. The study has further provided a springboard for altering or reviewing institutional policies so that the needs of employees are properly addressed, and the talent management framework is enhanced. Future research should consider expanding the scope of the study by other variables that are key to organisational effectiveness using a system dynamics approach.
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    The role of human resource management in creating competitive advantage for a selected South African state-owned enterprise
    (2021-05) Muzanenhamo, Arvid
    This study examined the role of Human Resource Management (HRM) in achieving organisational competitiveness in a selected South African State-Owned Enterprise (SOE). It also explored the challenges faced by the Human Resource Management function in achieving organisational competitiveness. The Dave Ulrich model of four Human Resource Management roles in building a competitive organisation was the basis of this study. The roles of HRM include strategic partner, change agent, administrative expert and employee champion (Grobler, Bothma, Brewster, Carey, Holland and Warnich 2012:5). The study proposes a framework for organisational competitiveness application by the Human Resource Management departments in state-owned enterprises (SOEs). The study used a qualitative approach, which allowed the researcher to make use of a case study in the state-owned enterprise. Data was collected through interviews and results were validated with a pilot test. A total of twenty-four respondents were interviewed in this study. The study used a purposive sampling technique for both HRM practitioners and departmental heads. Data was drawn from Human Resource Management practitioners and divisional heads in various sections such as finance, pyrometallurgy, auditing, communication, etc. in a selected South African state-owned enterprise. South African state-owned enterprises are less efficient as they experience high labour turnover, retrenchment, employee salary reductions and the inability to attract talent. Such factors initiated the impetus for this research. The findings of the research show that human resource management roles are not maximised at Mintek since HR professionals mainly focus on basic human resources activities. This is due largely to the slow response of the organisation to adopt new innovative HR approaches that provide competitive advantage, which seems to be common in most state-owned enterprises. The findings also show that some current HR roles at Mintek benefit the organisation somewhat. However, there are challenges preventing the organisation from fully obtaining a competitive advantage since it was shown that a lack of technology, out-dated policies and bureaucracy, amongst other challenges, prevail in the organisation. The study contributed a Human Resource Management framework that allows the HR professionals and management of Mintek to consider the use of electronic HRM and strategic partnerships in the organisation for competitive advantage. In addition, consideration of internal HR strategies and external forces that may affect the organisation was proposed.
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    The influence of workplace skills plan on human capital development at the eThekweni Municipality
    (2021-05) Madonda, Sandine Ewart; Ajagbe, Musibau Akintunde
    The proposed input of this empirical study was the formulation of an exploratory Workplace Skills Plan model aimed at discovering the link between the effect of Workplace Skills Plan and human resource development that the organisation achieves its objectives. It is therefore important to state that the problem identified is a chronic poor performance of the organisation because of the lack of critical skills at the local government level. This was achieved by determining the influence of Workplace Skills Plan towards Human Capital Development at the eThekwini Municipality. The study used a quantitative research method to obtain the determined research objectives. Non- probability sampling technique was used to collect data from the targeted population. Convenience sampling technique was used to generate sample of the study. The researcher selected respondents who completed, signed and returned 2018-2019 WSP forms during consultation and meeting with their managers. The researcher did not send the questionnaires to employees who were trained in the same period but did not complete the WSP forms. The data for these delegates is available on Document Record System, which is human resource system where eThekwini Municipality keep track of WSP. The structured self-administered questionnaire was used as a tool for data collection. In this study, 279 respondents completed and returned the questionnaire. The study used a data analysis instrument called Statistical Package for the Social Science (SPSS version 20) and AMOS version 20. The results suggest that there is a critical role played by Workplace Skills Plan on Human Capital Development in the workplace. This agrees with what another research in the same field have observed. Data analysis showed that Workplace Skills Plan is useful in boosting the overall human capital development in the workplace and therefore can be used as a tool of Human Capital Development. Workplace Skills Plans assist companies to adjust to labour market flexibility and train for what the market requires and to maximise the returns from the large investment in skills and tertiary qualifications. The findings of this study indicate that training and development have a direct and indirect positive effect on Human Capital Development. The study recommends that organisations maximise effective development of human capital development initiatives to sustain effective organisational performance, improve employee performance, productivity, employee competencies, efficiency, effectiveness, and long-term organisational success. Thus, municipalities must invest in their existing human capital through taking care of their development needs to ensure sustained organisational performance and attainment of organisational goals.
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    Training and development as a driver for performance of the local government employees : a case of Ndwedwe local municipality in the KwaZulu-Natal division
    (2021-05) Zondi, Sbusisiwe; Ajagbe, Musibau Akintunde
    Training involves the knowledge, skills and attitudes required by an individual to perform effectively in assigned tasks. The proper implementation of training and development programmes in any organization ultimately enhances employee and organizational performance. The main aim of the study was to determine the relationship between training and development as a driver for performance of the Local Government employees in order to explore the relationship amongst the factors affecting training, development and performance. The study adopted a quantitative research approach and a closed-ended questionnaire comprising of a Likert Scale as the measurement instrument. The Statistical Package for the Social Sciences (SPSS version 25.0) was used for data collection and data analysis. The population size of this study was 110 employees from Ndwedwe Local Municipality. Due to the size of the study’s population, a sample of 90 employees was utilized and the sampling framework was the municipal payroll system. The study revealed that training and development did have an influence on individual and organizational performance. The study also identified a performance management system linked to the Personal Development Plan as an essential tool. Due to limited resources, the study was confined to Ndwedwe Local Municipality only. Therefore, the findings or results should not be generalized to all Local Municipalities. The study recommended that the proper implementation of Performance Management Systems linked to appropriate individual performance development plans be implemented. The recommendations could be used in improving training and development and managing employee performance. The study further contributes to knowledge in implementing Human Resources Development policies. It will be valuable in the upliftment of the social economy of South Africa.