ABSTRACT
Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation. Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace. Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation. Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis. Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed. Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively. Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.
ABSTRACT
Orientation: Top talent remains the main source of organisational competitive advantage. The ability to attract, motivate and develop Talent management and retention of high performing employees is imperative for organisations to survive and thrive in today’s dynamic and volatile complex world of work. Studies reveal that employees’ intentions to stay or quit are influenced by the leadership behaviours of managers. Research purpose: The focus of this study was to identify the leadership behaviours that influence talent retention. Motivation for the study: To determine the leadership behaviour preferences of South African employees, as well as the extent to which these behaviours influence talent retention. Research approach/design and method: A quantitative research approach was adopted utilising a non-experimental comparative research design. Exploratory factor analysis was conducted to determine the nature of the underlying factor structure that emerged from the Leadership Behaviour Importance and Leadership Behaviour Experience scales respectively. Snowball convenience sampling was used, attracting 711 useable responses. Main findings: This study revealed that the retention of skilled, engaged employees requires leaders who can provide them with a sense of belonging, respect, empowerment, support their personal growth and development, and provide them with flexibility and freedom in executing their duties. Practical/managerial implications: Leaders need to demonstrate certain behaviours which include providing a sense of belonging, respect, empowerment, support for personal growth, flexibility and connecting at the human interface. This is important in an increasingly technology-driven world, and more recently, under the working conditions created by the COVID-19 pandemic. It is believed that the ability of leaders to connect at the human interface will continue to significantly influence talent retention, in the future. Contributions: This study will benefit future organisational leaders in better understanding the specific leadership behaviours that enhance talent retention and talent retention strategies.