Factors influencing the engagement levels of HR practitioners
- Authors: Naidoo, Sathasiven
- Date: 2022-04
- Subjects: Personnel management , Human capital -- Management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/58037 , vital:58500
- Description: South Africa is the third largest economy on the African continent. Moreover, it is the most technological, industrialised and diversified economy in Africa. Its economy consists of various sectors, such as mineral resources, financial, services and manufacturing sectors, as well as other sectors. It is imperative that these sectors are and remain competitive as they impact directly on the economy of the country and the continent which has an impact on all citizens in the country. An important resource is that of human resources in these sectors. Employees in these sectors form part of various departments of the specific organisation they are employed by, with their own duties and responsibilities. All departments in an organisation have an integral part to play to ensure that an organisation is indeed successful and sustainable. The human resources department plays an integral role and provides service to the various departments and thus impacts the success of the organisation. The HR practitioners who work within the HR department need to be engaged to fulfil their duties effectively. The purpose and primary objective of this study was to identify factors that influence the engagement of HR practitioners. To achieve this, a quantitative research approach was followed. HR practitioners were sent an electronic survey questionnaire to gauge their levels against communication, leadership support, meaningful work and rewards and recognition. The data from the empirical study was analysed by using descriptive and inferential statistics. The study was also tested for validity and reliability. The study concluded with recommendations on how HR practitioners can be further engaged. , Thesis (MA) -- Faculty of Business and Economic science, 2022
- Full Text:
- Date Issued: 2022-04
- Authors: Naidoo, Sathasiven
- Date: 2022-04
- Subjects: Personnel management , Human capital -- Management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/58037 , vital:58500
- Description: South Africa is the third largest economy on the African continent. Moreover, it is the most technological, industrialised and diversified economy in Africa. Its economy consists of various sectors, such as mineral resources, financial, services and manufacturing sectors, as well as other sectors. It is imperative that these sectors are and remain competitive as they impact directly on the economy of the country and the continent which has an impact on all citizens in the country. An important resource is that of human resources in these sectors. Employees in these sectors form part of various departments of the specific organisation they are employed by, with their own duties and responsibilities. All departments in an organisation have an integral part to play to ensure that an organisation is indeed successful and sustainable. The human resources department plays an integral role and provides service to the various departments and thus impacts the success of the organisation. The HR practitioners who work within the HR department need to be engaged to fulfil their duties effectively. The purpose and primary objective of this study was to identify factors that influence the engagement of HR practitioners. To achieve this, a quantitative research approach was followed. HR practitioners were sent an electronic survey questionnaire to gauge their levels against communication, leadership support, meaningful work and rewards and recognition. The data from the empirical study was analysed by using descriptive and inferential statistics. The study was also tested for validity and reliability. The study concluded with recommendations on how HR practitioners can be further engaged. , Thesis (MA) -- Faculty of Business and Economic science, 2022
- Full Text:
- Date Issued: 2022-04
The human resource department as a strategic business partner in organisations
- Authors: Sakonda, Archford
- Subjects: Human capital -- Management , Strategic planning , Employment agencies
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9431 , http://hdl.handle.net/10948/d1020178
- Description: The human resource department in many organisations is at a crossroad of relevance, constantly being faced with the challenge to prove that it can add value towards the objectives of the business. The Human Resource (HR) department is also faced with a reality that, if the department does not add value to the organisation, it will be farmed out to independent contractors, who can deliver the HR functions at a more efficient and cost effective way. However, organisations have a great opportunity to achieve excellence and competitive advantage through the utilisation of the organisation‟s human resources. Many scholars and authors argued that organisations can achieve the most out of its human resources if the HR department is a Strategic Business Partner (SBP) in these organisations. A thorough literature review has led to the discovery that, despite the appraisal of the Strategic Business Partners (SBP) approach to the management of human resources, little progress has been made with the reinvention of the HR departments from support function towards being a SBP (Lawler & Morhman, 2003; Keith, 2007). The slow progress in the transformation of the HR department was attributed to a wide range of factors including the lack of competencies to take up Strategic Business Partnership roles, lack of management support, and incongruent organisational cultures (Keith, 2007; Sanders & Frenkel, 2009; Ulrich & Brockbank, 2005). Semi-structured interviews were conducted with HR professionals, Managing Directors and other Directors, who sit on a strategic table, to identify the challenges and opportunities the HR department faced as a SBP in organisations. A self-administered questionnaire, based on an existing questionnaire (Ulrich & Cornell (1997) HR role assessment survey) was used to gather the perception of employees regarding the roles the HR departments play in organisations. In this study organisational culture was identified as having a huge impact towards the implementation of HR departments as SBPs. The study also identified the competencies needed for the effective execution of SBP roles, the challenges HR departments may face in the process as well as the important roles the HR department should be devoting most of its time and resources to.
- Full Text:
- Authors: Sakonda, Archford
- Subjects: Human capital -- Management , Strategic planning , Employment agencies
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9431 , http://hdl.handle.net/10948/d1020178
- Description: The human resource department in many organisations is at a crossroad of relevance, constantly being faced with the challenge to prove that it can add value towards the objectives of the business. The Human Resource (HR) department is also faced with a reality that, if the department does not add value to the organisation, it will be farmed out to independent contractors, who can deliver the HR functions at a more efficient and cost effective way. However, organisations have a great opportunity to achieve excellence and competitive advantage through the utilisation of the organisation‟s human resources. Many scholars and authors argued that organisations can achieve the most out of its human resources if the HR department is a Strategic Business Partner (SBP) in these organisations. A thorough literature review has led to the discovery that, despite the appraisal of the Strategic Business Partners (SBP) approach to the management of human resources, little progress has been made with the reinvention of the HR departments from support function towards being a SBP (Lawler & Morhman, 2003; Keith, 2007). The slow progress in the transformation of the HR department was attributed to a wide range of factors including the lack of competencies to take up Strategic Business Partnership roles, lack of management support, and incongruent organisational cultures (Keith, 2007; Sanders & Frenkel, 2009; Ulrich & Brockbank, 2005). Semi-structured interviews were conducted with HR professionals, Managing Directors and other Directors, who sit on a strategic table, to identify the challenges and opportunities the HR department faced as a SBP in organisations. A self-administered questionnaire, based on an existing questionnaire (Ulrich & Cornell (1997) HR role assessment survey) was used to gather the perception of employees regarding the roles the HR departments play in organisations. In this study organisational culture was identified as having a huge impact towards the implementation of HR departments as SBPs. The study also identified the competencies needed for the effective execution of SBP roles, the challenges HR departments may face in the process as well as the important roles the HR department should be devoting most of its time and resources to.
- Full Text:
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