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Faculty of Management Sciences

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    Challenges facing HRM practitioners in achieving organisational effectiveness in South African State-owned enterprises
    (2021) Dlamini, Bongani Innocent; Zogli, Luther-King Junior; Muzanenhamo, Arvid
    The South African state-owned enterprises (SOEs) have drawn criticism in the country concerning their performance. Retrenchments and government bailouts have been resorted to for South African SOEs in a bid to avoid liquidation. As a result, Human Resource Management is regarded as a source of organisational competence which aims at improving employee morale, reducing cost of operations and quality service improvement. An investigation was undertaken at a selected South African SOE to examine the challenges facing human resource professionals in obtaining organisational competitiveness. A qualitative research design was applied, and interviews were used on human resource practitioners who occupy departmental supervisory positions. The study revealed that Human Resources departments experienced challenges such as lack of technology, high labour turnover, and not attracting skilled technical personnel thus impending company competitiveness.
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    HR management in terms of improving employee retention within organizations
    (2022-05-01) Vijayalakshmi, N. S.; Lourens, Melanie Elizabeth; Vyas, Sonali; Bhargava, Amitabh; Pathak, Anchal; Jayadeva, Sujay Mugaloremutt; Sidhu, Kawerinder Singh; Singh, Ankit Kumar; Alanya-Beltran, Joel; Panduro-Ramirez, Jeidy
    The attrition is a dynamic concept which impacts business performance. This required HR management. Generally, managing a highly discerning and independent workforce becomes difficult. The attrition arises due to one or more issues. These include organizational health, morale and motivation, low perceived value and leads up to very tangible aspects such as shareholder return and value. There for required analyze HR management. This invention analyzes HR management in terms of improving employee retention within organizations.
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    Aligning strategic human resource management to Human Resources, performance and reward
    (The Clute Institute, 2013-11) Brauns, Melody
    In a rapidly changing business environment, one may recognise the words “the only thing constant in life is change” by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.
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    Management of skills shortages within Eskom : a case study of Medupi Power Station, Lephalale, South Africa
    (2015-01-14) Ravu, Yagambram; Parker, Kudayja Mahommed; Reddy, M.
    The study explores issues around human resources and training within Eskom using the Medupi Power Station as a case study. This power station is currently being constructed in the Limpopo province approximately 350 kilometres north of Gauteng. The main aim of the study was to identify the skills shortages on the project and make recommendations on how to manage them in the long and short term. The research objectives included ascertaining the types of skills shortages being experienced and perceptions regarding the employment of expatriates and their contribution to knowledge transfer at Eskom. The mixed methods approach was utilised to conduct the research. The combination of quantitative and qualitative methods using questionnaires and interviews provided detailed and relevant data for addressing the research questions. A sample of 48 highly skilled employees who are currently working on the Medupi Project participated in the study. They included senior management, engineering and other technical staff and human resources personnel. The results revealed the nature of the skills shortages on the Project, namely supervisory, civil engineering and contracts management skills. The findings regarding the employment of expatriates reveal that they are employed on a contract basis and can terminate their contract on a short notice. This has an adverse effect on continuity on the Project. In addition, the local employees believed that the expatriates are chiefly motivated by the financial incentives and are not fully capable of transferring skills as they do not have power station experience. The study proposes a new knowledge transfer model for the Medupi Project. According to this model, the line management’s ability to provide an enabling work environment and support for on-the-job training influences knowledge transfer. Furthermore, employee motivation to acquire and utilise a newly learnt skill on the job, the setting of goals that are achievable given the multitude of constraints experienced on the Project, and senior management support are key determinants of line managements’ success in providing an enabling knowledge transfer environment.