Orientation: Digitalisation presents opportunities and challenges for organisations. However, an organisational pursuit of digitalisation depends on the perceived benefits it offers. Research purpose: This study examined respondents’ perceptions of the benefits of digitalisation for organisations in the manufacturing, retail, and financial industries in South Africa. Motivation for the study: There is limited empirical research performed on the benefits of digitalisation for organisations across multiple industries in emerging economies such as South Africa. Research design, approach and method: A combination of non-probability sampling techniques was used to target non-managerial employees and managers from organisations in the finance, retail, and manufacturing industries in South Africa listed on the Johannesburg Stock Exchange, with a total of 111 usable responses received. Quantitative data were collected via a questionnaire and processed using Statistical Package for the Social Sciences version 31. Descriptive statistics, Exploratory Factor Analysis, one-sample t-tests, and Analysis of Variance were used to analyse the data. Main findings: The study delivered a one-factor model, indicating that the respondents had positive perceptions of the benefits of digitalisation for their organisations. The study also revealed significant differences across industries. Practical/managerial implications: The results reflect a positive mindset towards digitalisation, which contributes to readiness for change within organisations, and demonstrate the need for industry-specific digitalisation strategies. Contribution/value-add: The findings of this study provide empirical evidence from an emerging economic context and support the Resource-Based View by illustrating that the benefits of digitalisation for organisations depend on industry type and are driven by organisational capabilities.

Background: Digitalisation could stimulate economic growth and contribute to national development. Empirically identifying sectoral similarities and disparities in digital adoption and types of technologies used in South Africa could provide a blueprint for sector-tailored digital adoption in South Africa. Objectives: This study examines the extent of digital technology adoption across three sectors in South Africa, namely finance, retail and manufacturing. Method: A qualitative research approach was employed, using semi-structured interviews to collect data from 45 human resource professionals, operational managers and employees from the three identified sectors. Purposive, convenience and snowball sampling methods were used. Data were analysed using thematic analysis. Results: Two major themes emerged: (1) varied levels of digital technologies adoption and (2) commonly used types of digital technologies. The manufacturing sector is perceived as lagging in terms of digital adoption, with the retail sector being perceived as a moderate adopter of digital adoption. In contrast, the finance sector is perceived as a strong adopter of digital technologies. Conclusion: The study offers managerial implications. Leaders and policymakers are urged to prioritise the adoption of digital strategies, foster private–public partnerships for digitalisation and empower employees with digital competencies. The government needs to ensure that infrastructure and sectoral incentives promote digitalisation for the benefit of national development. Contribution: These results contributed to theory-building around sectoral digital adoption in emerging contexts and could be used as the foundation for the development of targeted interventions to address the uneven pace of technological adoption and to close this gap across South African sectors.

Background: Digitalisation has become a priority for organisations in their quest to improve service delivery and efficiency, and to increase their market share. To achieve this, organisations need to assess their strength in handling digitalisation demands by giving attention to internal organisational factors that serve as foundational to enabling successful digitalisation. Objectives: This study empirically investigates internal organisational factors, specifically organisational capability (OrgCap), organisational structure (OrgStru), human resource transformation (HRTrans) and change management (ChanMag), as enablers of digitalisation in South African organisations. Method: A quantitative study approach was used to collect data from 111 HR professionals, operational managers, and employees within finance, manufacturing, and retail organisations listed on the Johannesburg Stock Exchange in South Africa, using a survey with a questionnaire and a combination of purposeful, convenience and snowball sampling techniques. Statistical Package for Social Sciences, version 31 (IBM SPSS Statistics for Windows [Version 31.0], IBM Corp., Armonk, NY, United States), was used to process and analyse data using descriptive analysis, Pearson Product-Moment correlations and One-Sample t-tests. Results: The findings revealed that OrgCap, OrgStru, ChanMag and HRTrans significantly foster digitalisation in organisations. Collectively, these factors comprise an integrated internal digital ecosystem that enables digitalisation. Conclusion: Critical internal organisational factors need to be considered in the planning and implementation of digitalisation within organisations. Contribution: Scientific knowledge is advanced by underlining the critical role played by internal organisational factors in the successful digitalisation within South African organisations. The study presents organisational change leaders with actionable insights into factors supporting organisational digitalisation.

Orientation: The automotive sector in South Africa plays a crucial role in the country’s economic growth as an adopter of technology and developer of talent. Research purpose: The study explores employee perceptions of job loss and job creation in the automotive sector within the context of Industry 4.0 based on selected demographic and organisational characteristics. Motivation for the study: Globally, only 25% of employees indicate confidence in retaining their jobs because of Industry 4.0. This uncertainty has implications for talent management and skill retention. Research approach/design and method: This article reports on a mixed-method study conducted in the South African automotive industry, with data collected from human resource management, engineering and production managers and employees selected through purposive, convenience and snowball sampling. Main findings: Job loss and especially job creation were observed within organisations that have adopted Cobots. Job loss was associated with technological change and a lack of skill, and job gain with specialised skills. Practical/managerial implications: Adopting advanced technologies in organisations is essential for leapfrogging Industry 4.0 and meeting sustainability goals. Automotive organisations in South Africa need to continue collaborating with government, educational institutions and SETAs to ensure a pipeline of employees with a set of hybrid skills. Employees must engage in lifelong learning and identify career opportunities in the changing world of work. Contribution/value-add: This study sheds light on perceptions of employees of employment outcomes in the Industry 4.0 context and provides insights for automotive organisations.

Orientation: In a constantly changing environment, intellectual humility is required for being receptive to diverse ideas, rigorous debate and novel solutions. Research purpose: This study explored the perspectives of early career academics on the concept of and need for intellectual humility in an academic environment. Motivation for the study: Early career academics in South Africa may experience uncertainty when entering the academic sphere in which acquired knowledge and academic status prevail as symbols of achievement. In response, these academics may feel compelled to assert themselves, disregard intellectual humility and consequently become less open to learning from others. Research approach/design and method: A generic qualitative research approach using semi-structured interviews was adopted with a sample of 10 early career academics at a South African institution of higher learning. The method of analysis was thematic. Main findings: Early career academic participants conceptualised humility as intentional self-reflection and human-centredness. In terms of intellectual humility, three main themes emerged: owning one’s limitations, respecting others’ viewpoints and learning and sharing. Practical/managerial implications: The study sensitises academic managers to the value early career academics place on intellectual humility. Intellectually stimulating but psychologically safe environments are required where early career academics can freely collaborate with others to identify innovative solutions to persistent problems. Contribution/value-add: The study adds richness to the current limited literature on intellectual humility, and specifically in an academic environment and from the perspective of early career academics in South Africa.

Orientation: Traffic officers fulfil a vital role in reducing road accidents and preventing road deaths. The commitment of traffic officers to meeting the expectations of both government and the public in these respects is vital. Research purpose: The purpose of the study was to explore how an employee value proposition (EVP) affects commitment and the intention-to-serve among traffic officers – the focus of this study being traffic officers deployed in the province of the Eastern Cape (EC), South Africa. Motivation for the study: From a human resource or organisational perspective, it is necessary to determine whether an EVP serves the goals of the organisation and meets the expectations of employees, as meeting both goals and expectations has a bearing on organisational success. Research approach/design and method: The purpose was to establish a link between EVP, affective commitment and intention-to-serve and was designed in a cross-sectional research manner. This study adopted a quantitative approach during which data were collected across the EC province from 376 operational traffic officers from junior to first supervisory level and employed by the EC Department of Transport. STATISTICA version 13 was used for the processing of data. Main findings: Employee satisfaction with the EVP and affective commitment were unconfirmed. In terms of the two subfactors of intention-to-serve, namely intent-to-perform and intent-to-use-discretion, intent-to-perform obtained the higher scores. The EVP was found to be a predictor of both affective commitment and intention-to-serve. Practical/managerial implications: The study makes a case for revisiting the EVP offered to traffic officers, and recommendations in this respect are provided. Contribution/value-add: This study is a prima facie case that focusses on an EVP in the context of traffic officers in South Africa and, specifically, traffic officers in the EC. Also, based on the databases searched, little research was found that focussed on intention-to-serve from the perspective of traffic officers.

Frankmann Automotive (fictitious name) was a multinational corporation headquartered in Germany, with operations in both South Africa and Germany. The company had to find solutions for enhancing diversity, equal opportunities, and inclusion (DEI) to promote the attraction and retention of Science, Technology, Engineering, and Mathematics (STEM) talent. The context for this case study is thus talent retention, with a focus on DEI. June Böckmann, a diversity manager in the corporate DEI Unit, had been tasked with a global-level project to establish more inclusivity in the company's employment practices. Thus, June held a meeting with both German and South African managers to identify the challenges and barriers experienced by women, people of color (PoC), and members of minority groups. During this meeting, a pivotal question arose: if global procedures and practices were to be found, to what extent should local considerations be accommodated? This question necessitated consideration of the differing career development needs of individuals in different contexts embedded within one multinational company. Labor practices depicted in the case are strongly related to Sustainable Development Goals (SDGs), and in particular to SDG 5 (gender equality), SDG 8 (decent work and economic growth), and SDG 10 (reduced inequalities). Piloted in a global classroom setting, this case is suited for use in either a mono-cultural or multi-cultural higher managerial educational environment, e.g., international human resource management.

Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation. Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace. Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation. Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis. Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed. Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively. Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.

A lack of empirical research on the value derived from digitalised human resource management contributes to the sluggish adoption of its technology in organisations, also in South African workplaces. In this article, we present empirical findings of the value derived from digitalised human resource management. These findings are based on the observations of 312 human resource management professionals and line managers in the automotive industry in South Africa. The data were collected by means of a cross-sectional quantitative survey design using purposive and snowball sampling techniques. The findings of this study provide evidence of perceived value and impact value derived from digitalised human resource management. The perceived value of digitalised human resource management was evident for (1) performance, (2) stakeholders, (3) employees, and (4) talent creation, whereas the impact value was observed for (5) employment relations, (6) time and cost savings, and (7) human resource administration and control. These seven value factors were categorised as operational, relational or transformational, indicating the level at which the value of digitalised human resource management was realised. In the study, we provide a strong case for investing in the technology of digitalised human resource management to optimise strategic human resource management and maximise digitalised value in organisations. We caution human resource management practitioners that digitalisation is not an end goal, but a means to greater organisational effectiveness and stakeholder satisfaction.

Orientation: South African automotive organisations require talented employees to compete both nationally and on a global scale, within the setting of Industry 4.0. Research purpose: This article was aimed at identifying talent management approaches for South African automotive organisations to ensure the availability of talent for Industry 4.0 talent demands. Motivation for this study: In general, South African organisations struggle with securing, developing and retaining talent, a challenge aggravated by accelerated technological breakthroughs accompanying Industry 4.0. Research approach/design and method: This article reports on the quantitative component of a combined method study conducted in South Africa's automotive industry. Data were collected from operational and human resource management professionals in automotive organisations through convenience sampling. Main findings: A greater collaborative effort is required of key stakeholders associated with the automotive industry and within automotive organisations to address the issue of talent in a holistic and focused manner. Practical/managerial implications: The adoption of advanced technologies in the automotive industry necessitates the upskilling and reskilling of current employees, and a renewed focus on attracting talent specifically targeted for Industry 4.0 developments which require collaboration between government, automotive industry, and educational institutions. Contribution/value-add: The article emphasised a holistic approach to talent supply and management for South African automotive organisations in consideration of Industry 4.0, with implications for the government, educational institutions and the automotive industry.

Orientation: Digital technologies are transforming the way business functions operate, and this also applies to the human resource management (HRM) function. Research purpose: The purpose of this study is to determine the extent to which South African organisations have adopted digital HRM strategies across the human resource (HR) value chain and the extent to which these digital strategies are perceived to contribute to the achievement of business objectives. Motivation for the study: This study provides an indication of the trend of the adoption of digital HRM strategies and whether the digital strategies support business goals. Research approach/design and method: A quantitative research design using a cross-sectional survey was used. Data were collected by means of a survey with a questionnaire from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. Purposive and snowball sampling was used, and data were analysed using exploratory factor analysis (EFA), descriptive, paired-sample tests, Pearson correlations and regression analysis. Main findings: The findings of this study indicate that Digital HRM Strategies have been moderately adopted across the HR value chain. The perceived contribution of these digital strategies towards attainment of business objectives was high. Practical/managerial implications: Constraints such as lack of digital skills by HRM practitioners, which hinder the adoption of digital HRM strategies across the HR value chain, should be addressed. Contribution/value-add: This research assists HRM practitioners and leaders in South Africa regarding which digital strategies to adopt to contribute to the achievement of organisational objectives.

Orientation: Industry 4.0 is causing significant technological and operational changes in the South African automotive industry and adapting human resources to these changes is essential for enhancing organisational productivity and competitiveness. Research purpose: This study investigated emerging job categories in the South African automotive industry and the competencies associated with these job categories. Motivation for the study: The automotive industry is the largest contributor to South African gross domestic product (GDP), and the evolution of Industry 4.0 in the automotive industry influences the competencies required from employees. Research approach/design and method: A qualitative descriptive research design was used. Purposive and convenience sampling were used and 30 semi-structured interviews were conducted with HR managers, engineers and production managers working in South African automotive organisations. Main findings: Organisations in the automotive industry in South Africa were making strides in adopting automation in operational processes, yet experienced challenges related to human resources. New job categories were emerging requiring a hybrid competency set. Practical/managerial implications: The constant changes associated with Industry 4.0 in the automotive industry requires the continuous re-alignment of employees' competencies with emerging job categories which, in turn, requires organisations to reconfigure their talent management strategies. Existing employees should be upskilled and reskilled, new recruits should meet future needs of the organisation. Contribution/value-adding: The study guides HR practitioners and automotive professionals in terms of emerging job categories and skills sets required. Knowledge of these changes will assist them in developing an effective talent management strategy.

Problem: The increasing online operations of the B2B market has led to companies being able to operate all over the world, making them exposed to various markets with different preferences of suppl ...

This article explores the challenges experienced and value derived by human resource management students at the Nelson Mandela University, South Africa from participating in a community service project. The study is descriptive and qualitative in nature, providing a thematic and narrative summary of student experiences in a community service project as presented in portfolios of evidence. The study reveals that community service projects are a valuable tool for students to experience real life, practise desired graduate attributes and other competencies nurtured in the classroom, and deepen their socioeconomic awareness. For academics they provide insight into student experiences and highlights areas in which students need support, guidance, or mentoring in a service-learning project of this nature.

Since 1994, with the advent of the first democratic elections, organisations in South Africa have embarked on a road of transformation to increase diversity in the workplace. This paper investigates the nature of diversity management initiatives and the extent to which companies in South Africa implement compliance-based and voluntary-based diversity management initiatives. Although literature on diversity management does exist, a paucity of research on compliance-based versus voluntarybased diversity management initiatives is noted. A survey with a web-based questionnaire was conducted among a sample of 342 employees from five TOPCO 500 South Africa’s Best Managed Companies. The findings indicated that a holistic approach towards diversity management is required. In this respect, a formal diversity change strategy and programme, in addition to an employment equity plan and strategy, should be developed and implemented, and a more concerted effort is required from organisations to recruit, promote and empower women, as well as recruit and accommodate people living with disabilities.

This study presents the findings of the evaluation of the impacts of the demographic characteristics of residents on the perception of quality of off-campus accommodation. It is limited to students who are currently residing in privately developed off-campus accommodation in selected universities, towns and cities in South-South, Nigeria. The data for this study were gathered between June and August, 2014 with the used of self-study structured questionnaire. A total of 520 respondents participated in the survey. The findings of the study revealed that though the demographic characteristics of students are essential in the determination of perception of quality of attributes of housing, the degree of influence differs among gender, age groups, income levels and the years of study of students. The influence of age, gender, income and year of study on the perception of quality of off-campus accommodation were also found to be statistically significant. The main implication of these findings is that investors in the student housing market can segment the development of off-campus accommodation to serve a selected demographic group(s).

Orientation: Organisational change outcomes in private intensive care units are linked to higher patient satisfaction, improved quality of patient care, family support, cost-effective care practices and an increased level of excellence. Transformational leadership and fostering a positive organisational culture can contribute to these change outcomes. Research purpose: The study determined whether transformational leadership and a supportive organisational culture were evident in six private intensive care units in the Eastern Cape, South Africa. A conceptual framework to investigate the relationship between transformational leadership, organisational culture, and organisational change outcomes, was proposed and tested. Motivation for the study: The prevalence of transformational leadership, a positive organisational culture and their effect on organisational change outcomes in private healthcare industries require further research in order to generate appropriate recommendations. Research design, approach and method: A positivistic, quantitative design was used. A survey was conducted using a questionnaire which, in previous studies, produced scores with Cronbach’s alpha coefficients greater than 0.80, to collect data from a sample of 130 professional nurses in private intensive care units. Main findings: Transformational leadership and a positive organisational culture were evident in the private intensive care units sampled. A strong, positive correlation exists between transformational leadership, organisational culture, and organisational change outcomes. This correlation provides sufficient evidence to accept the postulated research hypotheses. Innovation and intellectual stimulation were identified as the factors in need of improvement. Practical or managerial implications: The findings of the study may be used by managers in intensive care units to promote organisational change outcomes, linked to transformational leadership and a positive organisational culture. Contribution: The study provides evidence of the way in which transformational leadership and a positive organisational culture affect organisational change outcomes in the context of private healthcare in South Africa, thereby addressing a research gap in this area.

This study highlights the influence of organizational trust and justice on employees’ organizational citizenship behavior (OCB). Research investigating the role and importance of trust and perceptions of fairness in citizenship is lacking (Guh, Lin, Fan and Yang, 2013). The primary objective of this study is twofold: firstly, to identify the potential influence of organizational trust and justice on employees’ OCB, and secondly, to make practical recommendations on actions organizations can take to promote OCB. The sample for this study was drawn from 278 professional and white-collar employees employed at various organizations in the Eastern Cape, South Africa. The data collected were subjected to various statistical analyses, including Pearson’s correlations, Cronbach alpha coefficients and Chi-square tests. The findings, based on proven hypotheses, were summarized and depicted in a theoretical model. Inferential statistical analysis emphasized the importance of positive justice perceptions and organizational trust in predicting OCB. Furthermore, the results indicated that employees may have a higher level of trust in the organization when they perceive their organization as being fair and equitable.

Purpose - The purpose of this paper is to identify the challenges impacting performance management implementation (PMI) in public universities in Uganda.Design/methodology/approach - The philosophy underpinning this study was the pragmatic world view. A mixed methods approach was adopted. Both qualitative and quantitative methodologies were used. The phenomenology strategy through interviews conducted with purposively selected top administrators of a selected public university; and a cross-sectional survey strategy administered to academic staff in four public universities, using a disproportionate stratified random sampling technique, were applied.Findings - The findings reveal that the major challenges impacting PMI in universities in Uganda could be categorised as: lack of a formal performance management environment; limited employee engagement/communication problems; institutional systems and structural constraints; and institutional governance challenges. Among the enlisted challenges the specific items on which respondents had the highest level of agreement are: limited motivation and staff morale; limited and uneven cash flows; and poor physical infrastructure.Practical implications - Knowledge of the challenges impacting public universities allows managers to pay close attention to the critical challenges, thereby taking precautionary measures on how to minimize and overcome them.Originality/value - This study is an empirical contribution to the literature on institutional performance management, specifically with regard to challenges of PMI in public universities in Uganda.

Informationsdelning ar viktigt for att en organisation ska kunna uppna god effektivitet, men i manga fall delas och anvands inte information pa det satt som det skulle kunna goras. For att forbattr ...