HR competencies at a merged Higher Education Institution

Schultz, Cecile

doi:10.4102/sajhrm.v8i1.225

Cited by 4 publications

(9 citation statements)

References 10 publications

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“…More specifically, HR practitioners are limited in applying innovation, talent management, HR metrics, and HR business knowledge. These results concur with those of previous studies which found that HR professionals are still not allowed to play a strategic role in South African organisations and, as a result, HR competencies and practices are poorly applied (see Barkhuizen, 2015;Schultz, 2010;van Wyk, 2006;Walters, 2006). These findings are concerning, given that the respondents ranked all the measured HR competencies as important.…”

Section: Discussionsupporting

confidence: 82%

“…Schultz (2010) found that the HR department in a merged South African higher education institution displayed poor personal skills, HR business knowledge, and management skills. A study by van Wyk (2006) highlighted the lack of sufficient business knowledge among HR practitioners regarding a social responsibility issue such as HIV and AIDS.…”

Section: Literature Review Human Research Management Role and Competementioning

confidence: 99%

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Exploring the current application of professional competencies in human resource management in the South African context

Schutte

Barkhuizen

Sluis

2015

SA j. hum. resour. manag.

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Orientation: Human research (HR) practitioners have an important role to play in the sustainability and competitiveness of organisations. Yet their strategic contribution and the value they add remain unrecognised. Research purpose:The main objective of this research was to explore the extent to which HR practitioners are currently allowed to display HR competencies in the workplace, and whether any significant differences exist between perceived HR competencies, based on the respondents' demographic characteristics.Motivation for the study: Limited empirical research exists on the extent to which HR practitioners are allowed to display key competencies in the South African workplace.Research approach, design, and method: A quantitative research approach was followed. A Human Resource Management Professional Competence Questionnaire was administered to HR practitioners and managers (N = 481). Main findings:The results showed that HR competencies are poorly applied in selected South African workplaces. The competencies that were indicated as having the poorest application were talent management, HR metrics, HR business knowledge, and innovation. The white ethic group experienced a poorer application of all human research management (HRM) competencies compared to the black African ethnic group. Practical/managerial implications:The findings of the research highlighted the need for management to evaluate the current application of HR practices in the workplace and also the extent to which HR professionals are involved as strategic business partners.Contribution/value-add: This research highlights the need for the current application of HR competencies in South African workplaces to be improved.

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Section: Discussionsupporting

confidence: 82%

Section: Literature Review Human Research Management Role and Competementioning

confidence: 99%

Exploring the current application of professional competencies in human resource management in the South African context

Schutte

Barkhuizen

Sluis

2015

SA j. hum. resour. manag.

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“…HR Business Knowledge, interpersonal skills and communication, HR solutions and implementation and HR risk emerged as the most important HR competencies. These results amplified the need for core HR competencies in an unstable business environment (Schultz, 2010;Ulrich et al, 2008).…”

Section: Discussionmentioning

confidence: 96%

“…Most of these organisations realise that their competitive advantage lies within their employees (Cascio & Boudreau, 2008;Chabault, Hulin, & Soparnot, 2012;Collings & Mellahi, 2009;Kaye & Smith, 2012). Worldwide socio-economic developments such as globalisation, increasing speed towards a service economy, shorter product life cycles, changes in workforce demographics, a focus on customer loyalty, the increasing 'war for talent, and an emphasis on financial performance challenge the human resources (HR) function in its role of creating added value for the organisation (Mamman & Sumantri, 2014;Schultz, 2010;Srimannarayana, 2010;Story, Barbuto, Luthans, & Bovaid, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…In most cases, HRM appears to be playing a secondary role, at a time when the ability to harness an organisation's HR should be more in demand and more valued than ever before (Compton, 2009). Research evidence suggests that executives uphold a narrow view of the HR function and HR practitioners (Guest & Woodrow, 2012;Magau & Roodt, 2010;Public Service Commission, 2010;Schultz, 2010;Venter & Barkhuizen, 2005). In fact, there is still a prevalent typifying of the HR discipline today, which includes the …”

Section: Introductionmentioning

confidence: 99%

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The Reciprocal Relationship Between Human Resource Management Professionalism And A Diverse South African Workplace Context

Schutte

Barkhuizen

2016

JABR

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Human resources department in crisis: A case of a university in South Africa

Ngcamu¹

2014

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Human Resources (HR) departments in previously disadvantaged higher education institutions (HEI) in South Africa have contributed to the crisis that has led them to be governed by appointed Administrators assigned by the Ministry of Higher Education and Training. The malfunctioning of HR departments persists even in the post-Administrator’s era, with a prevalence of personal, interpersonal and operational challenges. This study aimed at interrogating challenges faced by the HR Department of the university concerned post the appointed Administrator era and its negative effects. This study adopted a qualitative research approach whereby in-depth interviews were conducted with a sample of 10 HR Department staff members. Focus group discussions were also carried out with 20 academic and non-academic university leaders. Further data was also collected through ethnographic observation and secondary data was also used. The non-probability purposive sampling was used for qualitative analysis and NVivo was used for organizing and analyzing data gleaned from the in-depth interviews. The study findings consistently revealed unclear roles and responsibilities, outmoded recruitment and selection processes and poor interpersonal relations amongst the HR department staff members as some of the challenges that still persist post the Administrator’s era, all of which have contributed to the paralysis of organizational culture. University leaders can use the study findings as a tool to devise and implement radical change management interventions aiming at re-engineering HR departments that are operating abnormally, as well as for designing a responsive HR Strategic Architect. This study will contribute to the body of knowledge in the HR fraternity as there is a dearth of published studies on the internal challenges faces by HR Departments (both interpersonal and operational), which have the potential to hamper smooth operations of higher education institutions.

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HR competencies at a merged Higher Education Institution

Cited by 4 publications

References 10 publications

Exploring the current application of professional competencies in human resource management in the South African context

Exploring the current application of professional competencies in human resource management in the South African context

The Reciprocal Relationship Between Human Resource Management Professionalism And A Diverse South African Workplace Context

Human resources department in crisis: A case of a university in South Africa

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