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.

Orientation: As the second largest employer in South Africa (SA), the automotive industry has a vital role to play in addressing global talent retention challenges in the era of Industry 4.0.Research purpose: The aim of this study was to identify talent retention strategies within automotive organisations in SA within the context of Industry 4.0.Motivation for the study: The United Nations identified 17 goals it needs to address which require the automotive industry to adopt effective talent retention strategies.Research approach/design and method: This article reports on the quantitative component of a mixed-method study conducted in the South African automotive industry where data were collected from human resource (HR) and operational employees in automotive organisations through convenience sampling.Main findings: The talent retention strategies need to be more effective to retain Industry 4.0 talent as a ‘one-size-fits-all’ approach is not ideal.Practical/managerial implications: Addressing the sustainable development goals in Industry 4.0 will require the upskilling and reskilling of current employees by means of target interventions. Ensuring the development and maintenance of a talent pool is formidable for ensuring talent sustainability in the automotive industry.Contribution/value-add: This study is a prima facie case that focusses on talent retention strategies in the context of automotive organisations in South Africa and, specifically, HR and operational employees. Also, based on the databases searched, little research was found that focussed on Industry 4.0 talent retention strategies from the perspective of the automotive industry.

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: 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.