Examining Digital Challenges in Recruitment and Selection Process of a Public Enterprise in South Africa | Chapter 4 | New Horizons of Science, Technology and Culture Vol. 5

 

In response to external environmental changes and demands, the Human Resource function has slowly but steadily evolved from labour welfare to personnel administration to strategic HR and now to digital or smart HR. However, digital implementation in public sector organisations is very slow, leading to inefficiencies, which is a concern as these entities have the mandate to support economic development. This study examined the challenges that are faced by a South African public enterprise in using technology in the Human Resource Management (HRM) department, particularly in the recruitment and selection function. A qualitative research approach was used with data obtained using structured interviews from a public enterprise, and Human Resource Practitioners were used to conduct interviews in this study. Purposive non-probability sampling was applied in engaging 15 participants in a public sector organisation, and data were analysed using thematic analysis. The study revealed that the HRM department does not entirely make use of technology in the recruitment and selection process. The inability to use technology is due to a lack of in-house digital training, and the organisation’s inability to swiftly respond to environmental changes due to its bureaucratic structure. It was revealed that the public entity does not have enough employees in the department. This seems to limit employee capability to meet deadlines, and the lack of technology is contributing to employee frustration due to work overload. Data revealed that employees still have a fear of moving to digitalisation. This may be due to the existence of many baby boomers in public entities, who may not have yet embraced digitalisation. it is also showing that employees do not have adequate digital training to effectively use existing forms of digitalisation in the organisation. There seem to be problems with resources for the effective implementation of technology. It was therefore recommended that public entities embark on extensive employee digital training and implementation of effective internal digital systems for organisational effectiveness.

 

 

Author(s) Details

Arvid Muzanenhamo
Faculty of Management Sciences, Durban University of Technology, South Africa.

 

Sabina Duduzile Khazamula
Regenesys Business School, South Africa.

 

Please see the book here :- https://doi.org/10.9734/bpi/nhstc/v5/6107

Encyclopedia of Individual Work-Related Personality Traits, Attitudes, and Behaviors: Understanding People at Workplace | Book Publisher International

This book is comprised of three major elements associated with an individual’s personality, which include Traits, Attitudes and Behaviours. More specifically author tried to address these elements under the work-related domain. However, due to the identical and interrelated nature of elements related to personality traits, attitude and behaviour author could not categorize each element under a distinct label. In this book, the authors tried to define most of the personality traits, attitudes and behaviour related to work with the help of internet sources, literature and authors’ understanding. This book works as an encyclopedia to search different personality traits, attitudes and behaviours and will be useful and helpful for new researchers to identify them and explore them further.

 

Author (s) Details

Dr. Noor Un Nisa
Memorial University of Newfoundland, Canada.

 

Dr. Muhammad Nawaz Baloch
Institute of Commerce and Management, University of Sindh, Jamshoro, Pakistan.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-48119-39-1

The Relationship between Job Satisfaction and Good Governance in the Work Culture of Drivers within Transport Business | Chapter 10 | New Advances in Business, Management and Economics Vol. 7

Background: Work Culture is seen as the behaviours, attitudes, commitments and staff performance are key in advancing towards organisational objectives. Job satisfaction, on the other hand, states that both extrinsic and intrinsic factors, such as the salary increment and employees’ welfare, are paramount to the hearts of staff. Moreover, good governance is consensus-oriented, participatory, transparent, accountable, efficient and effective, responsive, inclusive and equitable, which follows the rule of law.

Aims: This is theoretically basic research with conceptual studies theories, aimed at establishing the importance of work culture within organisations. This study also investigates the correlations among three variables as a model, namely Job Satisfaction, Good Governance and Work Culture.

Place and Duration of Study: The study was conducted in Ghana, involving drivers from the public sector transport companies, using a designed survey questionnaire.

Methodology: This was a quantitative research study. A random sample of 40 public bus drivers was interviewed, with their responses used to generate data for analysis in SmartPLS. The results indicated that all three variable constructs are valid and reliable.

Results: Work Culture has a direct correlation with job satisfaction and good governance. The Cronbach Alpha for Job Satisfaction, Good Governance, and Work Culture was 0.7, 0.8, and 0.7 consecutively (Cronbach alpha value of 0.6 and above denotes there is high reliability).

Conclusion: The path model indicates that the practicality of the variables is theoretically correlated and associative. This conceptual research showed that in the transport industry, especially the public sector, more attention must be paid to these three variables to achieve objectives, namely good governance, job satisfaction and work culture, to improve the human resource management practices in the public transportation industry. Future research with a large population and sample size is recommended for analysis.

 

Author (s) Details

Abdul-Kahar Adam

Department of Management Sciences, School of Business, University of Education, Winneba, P.O. Box 25, Winneba, Central Region, Ghana.

 

 

Please see the book here:- https://doi.org/10.9734/bpi/nabme/v7/5471

The Future of Human Resource Management in the Digital Era: A Review of Public Enterprises | Chapter 13 | Contemporary Issues of Business and Management: The Proceedings of the 10th International Conference on Business and Management Dynamics (ICBMD), Edition 1

In recent years, the world has been experiencing digital changes referred to as the fourth industrial revolution. This led to the introduction of technological innovations which intensely modified various aspects of modern life. Public sector organisations also play a major role in this revolution. However, public enterprises face challenges related to digital transformation, such as employee resistance, bureaucratic structures, regulations, and the changing political culture. This paper made use of UTAUT model to address major missing links in people management and organisational development of public enterprises in the digital era. This study used the document analysis technique and analysed previous research papers from Web of Science, Scopus, Taylor and Francis and Google Scholar on human resource digitisation in public enterprises. This guided the study to consciously select only papers on Human Resource Management (HRM) and digitisation. The study revealed that artificial intelligence training, managerial autonomy and external coordination are crucial aspects of state-owned enterprises in the digital era. This helps public enterprises to quickly adjust to new innovations and obtain a competitive advantage. The results provide managers in SOEs with a modernised overview of research in the HRM field in the context of digitalisation, including future research directions.

 

Author (s) Details

 

Arvid Muzanenhamo
Department of Management and Entrepreneurship, Tshwane University of Technology, Private Bag X680, Pretoria, South Africa.

 

Edward Malatsi Rankhumise
Department of Management and Entrepreneurship, Tshwane University of Technology, Private Bag X680, Pretoria, South Africa.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49238-29-9/CH13

Thriving on Emotional Intelligence for Enhancing Equitable Higher Education Institutions | Chapter 8 | Contemporary Issues of Business and Management: The Proceedings of the 10th International Conference on Business and Management Dynamics (ICBMD), Edition 1

The study highlights academics’ potential to appraise, regulate, and utilise their emotions effectively when encountering stressors brought about by adversity. Respondents indicate that the HR department should proactively foster evidence-based, relevant, and academic-specific HR data-driven approaches. Emotional intelligence plays a crucial role in addressing economic inequality thereby contributing to a supportive and inclusive academic environment. Emotionally intelligent academics are better equipped to understand and empathise with diverse experiences and challenges faced by peers, especially those from disadvantaged backgrounds. By promoting a culture of empathy, collaboration, and fairness, universities can empower academics to reach their full potential and reduce economic inequality. A quantitative approach was utilised and a sample size of 360 academics from a population of 1226 was drawn from five campus sites at the University of KwaZulu Natal in South Africa using Stratified Random Sampling. Recommendations amongst others, for fueling academic emotional intelligence proposed for higher education, consist of, fostering an emotionally intelligent organisation and policy formulation through equity, diversity and inclusion.

 

Author (s) Details

 

Prashanti Maharaj
School of Management, Information Technology and Governance, University of KwaZulu-Natal, South Africa.

Anisha Ramsaroop
School of Management, Information Technology and Governance, University of KwaZulu-Natal, South Africa.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49238-29-9/CH8

The Contribution of Human Resource Management Roles to Improving Organisational Effectiveness for South African State-Owned Enterprises | Chapter 7 | Research Aspects in Arts and Social Studies Vol. 2

 The method that human resource management helps organisations achieve their objectives has undergone a paradigm shift. Industry experts have embraced the transition from personnel management to strategic human resource management because it supports organisational competitiveness. Human Resource Management changes to fit the changing environment for organisational effectiveness in a dynamic commercial environment. Both private and public sector organisations can benefit from HRM positions. This essay examines how human resource management positions might increase organisational effectiveness. Because of this, HRM specialists are useful and effective in organisations. The study described in the paper was conducted in a state-owned company in South Africa to look at the role of HRM. In a state-owned company, a qualitative research methodology was used to collect data from departmental supervisors and HR practitioners through interviews. For the study, data from 24 subjects were purposefully chosen. The study's conclusions demonstrated how HRM positions assist an organisation by lowering employee turnover and improving staff growth, wellness, and internal communication. These findings are pertinent to the contemporary business climate since organisations must contend with issues including employee stress, technological change, brain drain, and competition.

Author(s) Details:

Bongani Innocent Dlamini,
Durban University of Technology, Durban, South Africa.

Arvid Muzanenhamo,
Durban University of Technology, Durban, South Africa.

Luther-King Junior Zogli,
Durban University of Technology, Durban, South Africa.

Please see the link here: https://stm.bookpi.org/RAASS-V2/article/view/8307

Strategic Professional Leadership of Human Resource Management towards Sustainable Educational Organizations, Thailand: A Recent Study| Chapter 4 | Current Research in Language, Literature and Education Vol.4

  Strategic leadership is a state in which a leader exhibits characteristics such as motivating personnel and utilising existing skills in order to help teams and organisations succeed. The topic of analysing strategic professional leadership of human resource management in the context of long-term educational institutions is the focus of this research. In-depth interviews with administrators and instructors in Thailand's basic education, as well as a qualitative examination of collections as synthesised documentary. Professional leadership roles, leadership under change, and leadership skills, quality management, human resource management, corporate atmospheres, development in the face of change, creativity and creative tension, hold true assessments, and participation are all examples of strategic professional leadership at "Key" levels. Finally, strategic professional leadership entails clearly defining responsibilities to ensure efficacy in decision-making and operational controls to achieve the vision, mission, and corporate goal. Human resource management's function will become more globalised as new trends in recruiting, motivation, and retention emerge.

Author(s) Details:

P. Jedaman,
Rajabhat Mahasarakham University, Thailand.


S. Kenaphoom,
Rajabhat Mahasarakham University, Thailand.


B. Jongmuanwai,
Nakhonratchasema Rajabhat University, Thailand.

Please see the link here: https://stm.bookpi.org/CRLLE-V4/article/view/6155