The assessment of first-line management competencies at a selected automotive manufacturer using a recognition of prior learning approach

This research addresses the problem of determining which managerial competencies first-line managers operating in a world class organisation should have. To achieve this objective a three-step method was followed. Firstly, an approach had to be found for the assessment of managerial competencies at the selected organisation involved in the research project. A comprehensive literature survey was conducted in an attempt to establish an approach and identify management competencies for first-line managers. Secondly, the recognition of prior learning (RPL) approaches appropriate to first-line managers were investigated and synthesized with the managerial competence approach of step one. Finally, the managerial competencies were assessed utilising the matrix of managerial competence instrument developed in accordance with the findings of the research. The information obtained from the literature study and from the candidates who were assessed resulted in various findings and recommendations. Using the matrix of managerial competence instrument, it was found that the majority of first-line managers at the organisation were competent. Notwithstanding this finding, a major recommendation is that the organisation should become more future and development orientated in its training strategy. Finally, the research project has created the foundation for the development of a managerial competency model at the selected organisation. Findings of the literature survey and development of the RPL instrument provide guidelines for future RPL initiatives, both at the selected organisation and at the Port Elizabeth Technikon

A critical analysis of organisational strategies for employee engagement

Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement

Demystifying leadership connectivity: rediscovering the soul of leadership

INTRODUCTION: A Google search on ‘leadership’ produced 4.2 million articles, books, blogs and webinars on how to become a better leader. Most of the literature, comprising experts and the popular press, abound with formulistic prescriptive steps endorsed by two or three iconic figures that support their regimen. Regardless of the plethora of literature in leadership providing practical and logical tactics, many fall short on implementation and thus result in failure. What numerous sources fail to acknowledge is that the great leaders apply these tactics together with their innate skills to offer clear direction for themselves and their followers. Providing a clear vision and/or strategy to deal with uncertainty and ambiguity is one of the foremost abilities distinguishing leaders in our rapidly changing world and the ability to take employees with them. In addition, various individual (personality, values, cultural, ability) and contextual (nature of the business, complexity, rate of change, work team, diversity) factors may contribute to leadership failure that is characterised by a lack of vision, uncertainty, bullying, management by exclusion, and in extreme cases fraud and corruption. Regardless of the proliferation of leadership literature the world has never been more desperate for sound leadership. We have enough leaders but not enough leadership. With all the literature on leadership, how do you find the essence of leadership

Demystifying leadership connectivity: rediscovering the soul of leadership

INTRODUCTION: A Google search on ‘leadership’ produced 4.2 million articles, books, blogs and webinars on how to become a better leader. Most of the literature, comprising experts and the popular press, abound with formulistic prescriptive steps endorsed by two or three iconic figures that support their regimen. Regardless of the plethora of literature in leadership providing practical and logical tactics, many fall short on implementation and thus result in failure. What numerous sources fail to acknowledge is that the great leaders apply these tactics together with their innate skills to offer clear direction for themselves and their followers. Providing a clear vision and/or strategy to deal with uncertainty and ambiguity is one of the foremost abilities distinguishing leaders in our rapidly changing world and the ability to take employees with them. In addition, various individual (personality, values, cultural, ability) and contextual (nature of the business, complexity, rate of change, work team, diversity) factors may contribute to leadership failure that is characterised by a lack of vision, uncertainty, bullying, management by exclusion, and in extreme cases fraud and corruption. Regardless of the proliferation of leadership literature the world has never been more desperate for sound leadership. We have enough leaders but not enough leadership. With all the literature on leadership, how do you find the essence of leadership

Extending the job embeddedness-life satisfaction relationship: An exploratory investigation

Purpose This exploratory study adopts a stakeholder perspective on organisational effectiveness. The purpose of this paper is to examine the job embeddedness (JE)–life satisfaction relationship, moderating roles of gender and community embeddedness and mediating role of innovative behaviour. Design/methodology/approach Using a snowballing approach, data were collected from 549 participants employed in organisations located in four major metropolitan centres in South Africa. Findings Analyses revealed a positive relationship between JE and life satisfaction. Gender moderated the JE–life satisfaction relationship, such that the relationship was stronger among females than males. Community embeddedness moderated the organisation embeddedness–life satisfaction relationship, such that the relationship was stronger when participants were highly embedded in their community. Finally, innovative behaviour mediated the relationship between organisation embeddedness and life satisfaction. Practical implications Managers could enhance employees’ life satisfaction through practices that increase on-the-job and off-the-job embeddedness. Furthermore, organisations could encourage employees’ innovative behaviours through workplace supervisors’ supportive responses to innovative employees. Originality/value JE researchers have yet to focus on the personal benefits of embeddedness for employees. Results of the study provide several contributions to this research direction. The study uses JE as a composite construct to confirm its relationship with life satisfaction. It also expands the JE–life satisfaction relationship by examining moderators of the relationship and a mediating variable in the relationship

Does job embeddedness predict turnover intentions in SMEs?

Purpose: There is an absence of research examining job embeddedness in SMEs. Results of job embeddedness studies may not apply to SMEs, because the process of managing a SME differs from that of the large firm. The purpose of this paper is to examine relationships between on-the-job embeddedness, as well as each of its sub-dimensions, and turnover intentions; and group cohesion, on-the-job embeddedness and turnover intentions. Design/methodology/approach: Data were collected from 147 employees in SMEs located in Perth, Western Australia and 350 employees from SMEs operating in four business centres in South Africa. After invariance testing, data from the two countries were combined to increase statistical power of the analysis. Findings: On-the-job embeddedness and each sub-dimension were negatively related to turnover intentions. Group cohesion was positively related to composite on-the-job embeddedness. Findings suggest that while group cohesion on its own does not reduce turnover intentions, it does contribute to development of on-the-job embeddedness that, in turn, reduces turnover intentions. Research limitations/implications: Future research should control for the effects of external influences on turnover intentions. Findings imply that managerial actions related to antecedents of group cohesion could foster the on-the-job embeddedness of employees. Originality/value: This study is perhaps the first that tests the operation of on-the-job embeddedness in SMEs located in two countries. The conceptual arguments for links between each of the sub-dimensions of on-the-job embeddedness and turnover intentions are based on distinctive characteristics of SMEs and can serve as a theoretical foundation for future research on embeddedness in SMEs. © 2019, Emerald Publishing Limited

Electronic human resource management: Enhancing or entrancing?

Orientation: This article provides an investigation into the current level of development of the body of knowledge related to electronic human resource management (e-HRM) by means of a qualitative content analysis. Several aspects of e-HRM, namely definitions of e-HRM, the theoretical perspectives around e-HRM, the role of e-HRM, the various types of e-HRM and the requirements for successful e-HRM, are examined. Research purpose: The purpose of the article was to determine the status of e-HRM and examine the studies that report on the link between e-HRM and organisational productivity. Motivation for the study: e-HRM has the capacity to improve organisational efficiency and leverage the role of human resources (HR) as a strategic business partner. Main findings: The notion that the implementation of e-HRM will lead to improved organisational productivity is commonly assumed; however, empirical evidence in this regard was found to be limited. Practical/managerial implications: From the results of this investigation it is evident that more research is required to gain a greater understanding of the influence of e-HRM on organisational productivity, as well as to develop measures for assessing this influence. Contribution: This article proposes additional areas to research and measure when investigating the effectiveness of e-HRM. It provides a different lens from which to view e-HRM assessment whilst keeping it within recognised HR measurement parameters (the HR value chain). In addition, it not only provides areas for measuring e-HRM’s influence but also provides important clues as to how the measurements may be approached