Human resource management as a profession in South Africa

Orientation: Various countries recognise human resource (HR) management as a bona fide profession. Research purpose: The objective of this study was to establish whether one could regard HR management, as practised in South Africa, as a profession. Motivation for the study: Many countries are reviewing the professionalisation of HR management. Therefore, it is necessary to establish the professional standing of HR management in South Africa. Research design, approach and method: The researchers used a purposive sampling strategy involving 95 participants. The researchers achieved triangulation by analysing original documents of the regulating bodies of the medical, legal, engineering and accounting professions internationally and locally as well as the regulating bodies of HR management in the United Kingdom (UK), the United States of America (USA) and Canada. Seventy- eight HR professionals registered with the South African Board for People Practices (SABPP) completed a questionnaire. The researchers analysed the data using content analysis and Lawshe’s Content Validity Ratio (CVR). Main findings: The results confirm that HR management in South Africa adheres to the four main pillars of professionalism and is a bona fide profession. Practical/managerial implications: The article highlights the need to regulate and formalise HR management in South Africa. Contribution/value-add: This study identifies a number of aspects that determine professionalism and isolates the most important elements that one needs to consider when regulating the HR profession

How does distributive justice affect work attitudes? The moderating effects of autonomy

Organizational justice has been a frequently used lens for understanding employee attitudes, particularly towards the fair distribution of rewards. This study of 184 New Zealand employees found distributive justice relating to pay, benefits, and rewards to be significantly linked to job satisfaction and turnover intentions. Further, job autonomy was found to significantly interact with these relationships. While employees with high job autonomy reported higher job satisfaction and lower turnover intentions when distributive justice was high, employees with little job autonomy registered significantly larger changes in work attitudes. The findings highlight the importance of felt independence and autonomy over work in the role that justice perceptions play in organizations