Organisational design elements and competencies for optimising the expertise of knowledge workers in a shared services centre

ORIENTATION: Organisations are still structured according to the Industrial Age control model that restricts optimising the expertise of knowledge workers. RESEARCH PURPOSE: The general aim of the research was to explore the organisation design elements and competencies that contribute to optimising the expertise of knowledge workers in a shared services centre. MOTIVATION FOR THE STUDY: Current organisational design methodologies do not emphasise optimising the expertise of knowledge workers. This research addresses the challenge of how an organisation design can improve the creation and availability of the expertise of knowledge workers. RESEARCH DESIGN/APPROACH METHOD: The researcher followed a qualitative case study research design and collected data in six focus group sessions (N = 25). MAIN FINDINGS: The findings showed that the shared services centre (SSC) is not designed to enable its structure, culture and codifying system to optimise the expertise of knowledge workers. In addition, the SSC does not share the knowledge generated with other knowledge workers. Furthermore, it does not use the output of the knowledge workers to improve business processes. PRACTICAL/MANAGERIAL IMPLICATIONS: The expertise of knowledge workers is the basis of competitive advantage. Therefore, managers should create an organisational design that is conducive to optimising knowledge work expertise. CONTRIBUTION/VALUE ADD: This research highlights the important organisational design elements and supportive organisational structures for optimising the expertise of knowledge workers. The research also proposes a framework for optimising the expertise of knowledge workers and helping an organisation to achieve sustainable competitive advantage.http://www.sajhrm.co.z

Psychological capital, a requisite for organisational performance in South Africa

Scholars argue that to address the social, economic and political challenges facing South Africa since 1994, organisational managers/leaders should adopt a positive approach, based on sound organisational behaviour. This study administered the Psychological Capital Questionnaire (PCQ) to determine whether human resources practitioners (N=131) as custodians of change and positive behaviour in organisations in South Africa embrace core elements of Positive Organisational Behaviour (POB). Exploratory factor analysis resulted in a three-factor model for the PCQ, renamed the Potential South African PsyCap (PSA-PsyCap) instrument. All dimensions displayed acceptable reliabilities. Statistically significant differences exist in the POB of demographic groups, relating to age, marital status, home language, seniority and qualifications. This research reveals that South African HR practitioners and managers should fully embrace psychological capital to effectively create caring workplaces taking cognizance of the broader economic and social issues affecting employees and their performance.http://www.sajems.org/index.php/sajemsnf201

Managing the academic talent void : investigating factors in academic turnover and retention in South Africa

ORIENTATION: Globally, the demand for academic staff in higher education is expected to continue to increase. The South African situation is exacerbated by the so-called ‘retirement swell’ and turnover and retention problems; measurements to diagnose these factors remain limited. RESEARCH PURPOSE: This study aimed to investigate the factors that influence turnover and retention of academic and to validate the developed talent retention diagnostic tool for use in South African higher education institutions. MOTIVATION FOR THE STUDY: Limited research currently exists on the retention factors of academic staff in the South African context. RESEARCH APPROACH, DESIGN AND METHOD: Using an investigative quantitative research approach, the tool was administered to a convenience sample of academics (n = 153) in 13 higher education institutions. MAIN FINDINGS: The results showed an array of distinguishing turnover and retention factors and proved the tool to be a valid and reliable measure. Over half the respondents indicated slight to strong dissatisfaction with compensation and performance management practices. Significantly, 34% indicated that they considered exiting their academic institution, citing unhappiness about compensation, as the most likely reason, whilst 74.5% have previously looked for another job. PRACTICAL/MANAGERIAL IMPLICATIONS: The research highlights key areas (i.e. compensation, emotional recognition, a bonus structure that reflects employee contribution, performance management systems, mentorship and career development opportunities) that higher education should attend to if they want to retain their key and talented academic staff. CONTRIBUTION/VALUE-ADD: The results contribute to new knowledge on the factors that contribute to turnover and retention of academic staff and present a valid and reliable measure to assess these retention factors.This article is based on Marguerite Theron’s doctoral study, which is currently in progresshttp://www.sajip.co.zaam201

The validation of a measure of organisational energy in the South African context

ORIENTATION: Previous research has highlighted the need to examine the relationship between people and organisations. This perspective facilitates the study of organisational energy. RESEARCH PURPOSE: The purpose of this research was to validate a measure of organisational energy in the South African context and to investigate whether there are differences in organisational energy as perceived by employees based on their demographic characteristics and lifestyle variables. MOTIVATION FOR THE STUDY: Managing energy in organisations is important as it drives motivation, powers teamwork, fosters creativity and gives organisations a competitive edge (Schiuma, Mason & Kennerley, 2007). Limited empirical research currently exists on the phenomenon of energy in organisations. RESEARCH DESIGN/APPROACH METHOD: The researchers used a cross-sectional survey design, with a convenience sample (N = 520) of employees in a South African financial institution. The researchers administered the EnergyScapes Profile. MAIN FINDINGS: Exploratory factor analysis resulted in a one-factor structure for the EnergyScapes Profile. The scale, labelled organisational energy, showed acceptable internal consistency. The researchers found statistically significant differences in the organisational energy levels of employees based on age, tenure, geographical region, relaxation, hypertension and diabetes, depression or psychosis. PRACTICAL/MANAGERIAL IMPLICATIONS: The research provides valuable insight for practicing managers about understanding the concept of organisational energy and encourages leaders to question the energy of their employees. CONTRIBUTION/VALUE-ADD: The insight the researchers gained by studying the concept of organisational energy contributed in a unique way and showed the importance of considering organisations as dynamic and interactive with the people that work for them.http://www.sajhrm.ac.z

The management side of talent : causal implications for the retention of generation Y employees

Organisations are facing significant challenges to retain Generation Y employees. Research shows that, once these individuals are employed, they are not likely to remain in that position for very long. Organisations therefore need to find innovative solutions to retain this group of employees. The purpose of this research was to determine the causal relationship between management support towards talent management and the impact thereof on the turnover intentions of Generation Y employees. The Human Capital Index, Perceived Organisational Support Questionnaire, Perceived Organisational Support and Intention to Quit questionnaires were administered among a convenience sample of generation Y employees (N=135). The results showed that Perceived Organisational Support is significantly related to Talent management practices, Perceived Supervisor Support and Intention to Quit. Perceived Supervisor Support is significantly related to Talent management practices and Intention to Quit. Talent management practices are significantly related to intention to quit. Recommendations are made.http://www.cluteinstitute.com/journals/journal-of-applied-business-research-jabram2016Human Resource Managemen

The effect of a total rewards strategy on school teachers’ retention

Orientation: South African schools are facing significant challenges to retain a talented pool of school teachers. A total rewards strategy could assist schools to reduce teacher turnover. Research purpose: The aim of this study was to determine the effect of a total rewards strategy on the turnover intentions of school teachers in the North-West province. Motivation: The under supply of quality teachers has negative consequences for both school pupils and the larger community. Research approach, design and method: A qualitative research approach was followed using semi-structured interviews to gather data from teachers in the North-West province (N = 6). Main findings: The findings showed that performance management, career development and compensations of teachers were poorly applied in schools. Teachers strongly considered leaving the teaching profession as a result of poor rewards. The participants were fairly satisfied with their work benefits and work-life balance. Practical/managerial implications: School management should implement reward practices and policies that will attract and enhance retention of school teachers. Contribution: This research highlighted the problematic areas in the reward systems for school teachers and the subsequent impact thereof on their turnover intentions

Psychological capital, a requisite for organisational performance in South Africa

Scholars argue that to address the social, economic and political challenges facing South Africa since 1994, organisational managers/leaders should adopt a positive approach, based on sound organisational behaviour. This study administered the Psychological Capital Questionnaire (PCQ) to determine whether human resources practitioners (N=131) as custodians of change and positive behaviour in organisations in South Africa embrace core elements of Positive Organisational Behaviour (POB). Exploratory factor analysis resulted in a three-factor model for the PCQ, renamed the Potential South African PsyCap (PSA-PsyCap) instrument. All dimensions displayed acceptable reliabilities. Statistically significant differences exist in the POB of demographic groups, relating to age, marital status, home language, seniority and qualifications. This research reveals that South African HR practitioners and managers should fully embrace psychological capital to effectively create caring workplaces taking cognizance of the broader economic and social issues affecting employees and their performance.http://www.sajems.org/index.php/sajemsnf201

Management perceptions of higher educational brand for the attraction of talented academic staff

Orientation: Academic staff members have a crucial role in the success of higher education institutions (HEIs). Therefore, it is imperative to cultivate an appealing organisational brand that will attract them to HEIs as an employer of choice. Research purpose: The main objective of this study was to explore management perceptions on a higher educational institution as a brand for the attraction of talented academic staff. Motivation for the study: Although a substantial amount of research has been conducted on organisational branding, not much has emphasised the higher educational sector. Research approach, design and method: A qualitative research approach was adopted, using semi-structured interviews to collect data from management (N = 12) of a merged South African HEI. Main findings: The findings revealed six themes that should form the core of a higher educational brand for academic staff: reputation and image, organisational culture and identity, strategic vision, corporate social responsibility and work and surrounding environment. Practical/managerial implications: The findings of the study will assist higher education management to create a compelling organisational brand and work environment to attract and retain talented academic staff members. Contribution/value-add: This research makes a valuable contribution towards creating new knowledge in the key that should form part of an appealing higher education brand that will attract and retain current and future talent