The relationship between self-leadership, the future of human resource management, and work engagement

Schultz, Cecile

doi:10.4102/sajhrm.v19i0.1701

Cited by 12 publications

(5 citation statements)

References 69 publications

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“…Challenges facing the HR function in Industry 4.0 include: handling vast amounts of data, adapting to the rapid pace of change, embracing new business models, and leveraging intelligent services enabled by digital tools (Schultz, 2021a). Achieving these objectives requires addressing several challenges.…”

Section: Cybernetic Influencesmentioning

confidence: 99%

The concept of HR 4.0: A literature review

Stuss

2023

IER

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The article aims to identify the degree of interest and consider HR 4.0 issues in scientific research. This approach enables the analysis of the existing body of work to prepare for future empirical research by gathering relevant resources of knowledge available on this subject, as well as by varying research directions. Research Design & Methods:The study adopted formal approaches and systematic methods to locate, select, evaluate, summarise, and report the references collected in a literature review. Articles were analysed using the VOSviewer software (version 1.6.19), which is a tool used to construct and visualise bibliometric networks. Findings: The concept of HR 4.0 forms a separate cluster directly related to the concept of Industry 4.0, and only through this path is it shaped by other semantic determinants. This indicates a lack of detailed analysis of the concept and thus probably of the entire concept itself. In the future, from the perspective of the HR 4.0 concept, the HR function will implement specific tools, such as cybernetic influences, digitalisation of human resource management (HRM), remote HRM, human -machine interface skills, human -strategic organisational links, and human -technology interface competences.Implications & Recommendations: To date, researchers have focused on technological tools supporting human resource management processes, hence, most references have been identified with the concept of e-HRM. On the other hand, if we take the concept of Industry 4.0 as a starting point, then based on its consequences, it will also be possible in the future to analyse the relationship between the HR function and Industry 5.0. Contribution & Value Added:There is a wide cognitive gap in the research on the concept of HR 4.0, and the information obtained from research places humans at the centre of Industry 4.0 alongside technology and organisation.

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Section: Cybernetic Influencesmentioning

confidence: 99%

The concept of HR 4.0: A literature review

Stuss

2023

IER

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“…Having taken cognizance of the afore-mentioned actions, we were intrigued by the notion that self-leadership may be regarded as a way to "set goals for your life; lead by example; be fearless; embrace new ideas and opportunities; question everything; do what is right, not what is easy; be the change you want to see in the world" (Browning, 2018, p. 12) Words like "fearless", "new", "question everything" and "not what is easy" may be associated with self-leadership in times of crisis. Firstly, "fearless" can be associated with behavioral awareness in that individuals position themselves such that they motivate the self to be successful (Schultz, 2021). Secondly, both "not what is easy" and "new" relate to individuals' adaptive ability in leading the self, whilst engaging in naturally motivating tasks (Inam et al, 2021).…”

Section: The Power Of Self-leadershipmentioning

confidence: 99%

“…In this regard, the relationship between PhenoBL and self-leadership signifies that, "we can make use of the human readiness to wonder, investigate, and go beyond personal ideas" (Lonka, 2018, p. 178). The afore-mentioned relationship between PhenoBL and self-leadership is an indication of how students can affect their own cognition, behaviour and motivation (Schultz, 2021), whilst they position themselves such that they are able to tell their stories of personal engagement to improve their academic lives during COVID-19.…”

Section: 3mentioning

confidence: 99%

A Phenomenon-Based Learning Enquiry: University Students’ Self-Leadership Actions on the Social Impact of Covid-19

Klerk

Palmer

Modise

2022

IJLTER

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The aim of this paper was to gain deeper insight into Bachelor of Education Honors (B.Ed. Hons) students’ self-leadership actions in response to the social impact of COVID-19 on their academic lives. Notwithstanding the growing body of literature showing the impact of COVID-19 on education, the social influence of the pandemic on the academic lives of students in higher education institutions (HEIs) remains contentious. Since the implementation of lockdowns and social isolation internationally, COVID-19, as a social phenomenon, has required creative responses from students in HEIs to advance academically. Through a phenomenon-based learning (PhenoBL) enquiry and applying narrative methodology, students’ responses were analyzed by means of McCormack’s (2000) four lenses, namely the lens of language, the lens of narrative processed, the lens of context and the lens of moments. Emails were sent to all B.Ed. Hons students to express their views and understanding of the influence of COVID-19 on their academic lives as postgraduate students. Five students responded and were afforded the opportunity to provide their insights and understanding of the phenomenon whilst exploring self-leadership actions for change toward transformative practices in their learning spaces. The results revealed that, through engaging in PhenoBL activities, students were able to employ adaptive practices and inquiry-based activities to enhance self-leadership abilities through self-influence and self-trust. The paper recommends that HEIs should consider PhenoBL activities for self-leadership as transformative practices of social justice to address the social complexities of the COVID-19 pandemic and its influence on the academic lives of university students.

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“…The fifth generation of mobile infrastructure is a gateway to the digital era, which introduces a new capability to manage everything over the mobile network. The rapid change caused by Industry 4.0 resulted in a considerable gap between the existing ability of staff and the evolving necessities of their roles, so the need to find a more innovative approach to TM has become vital (Maisiri & Van Dyk, 2021;Schultz, 2021). Are machines able to analyse and communicate with their human and colleagues?…”

Section: Digitalisation and Digital Transformationmentioning

confidence: 99%

Presenting a structural model of digitalised talent management in a new age: A case study on the mobile telecommunication industry in Iran

Saadatmand

Safaie

Dastjerdi

2022

SA Journal of Human Resource Management

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Orientation: Digital transformation has changed the process of talent management. Traditional models embraced activities and processes that guided the right employee towards the right positions or a broad view of talent management.Research purpose: This study aimed to investigate the mediating impact of digitalised process management on relationship between talent management (TM) and organisational performance.Motivation for the study: Digitalisation in enhanced industries such as mobile telecommunications emphasises agility required to attract talent in a dynamic environment in terms of marketing, competition, et cetera.Research approach, design and method: Research data were collected through a quantitative approach. The statistical population of participants in this research included 298 managers and specialists in the field of the mobile Iranian telecommunications industry. Data were collected using a standard questionnaire, the validity of which was assessed based on the validity of content and structure and its reliability through Cronbach’s alpha. Obtained model was analysed using SPSS version 26 and Smart PLS version 3.3.3 software.Practical or managerial implications: Impact of TM on organisational performance through the mediation of digitalised process management is identified. Results show that investments are required to correlate the digitalised process into TM processes to take organisational performance into the digitalisation era.Contribution or value-add: This study extends the knowledge about future of the TM process, which is enhanced by digitalisation aspects to support company and organisational performance for achieving and adopting in the digital era. The study also extends digitalisation process by using a structural model to investigate the future of process in mobile telecommunication industry in Iran.

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The relationship between self-leadership, the future of human resource management, and work engagement

Cited by 12 publications

References 69 publications

The concept of HR 4.0: A literature review

The concept of HR 4.0: A literature review

A Phenomenon-Based Learning Enquiry: University Students’ Self-Leadership Actions on the Social Impact of Covid-19

Presenting a structural model of digitalised talent management in a new age: A case study on the mobile telecommunication industry in Iran

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