Human Resource Management practitioners have been criticized for lacking business acumen due to the nature of the personnel management concept. There has been a change in Human Resource Management roles from traditional personnel management to Strategic Human Resource Management which seeks to provide organizational competitiveness. This article aims to provide organizational benefits of Human Resource Management to an organization as a result of the Strategic Human Resource Management concept. The strategic nature of Human Resource Management has been revealed in this article as there is evidence of Human Resource Management's contribution to the business success. This paper is a study carried out in a South African State-owned enterprise to identify organizational benefits acquired from Human Resource Management roles. Qualitative research was used in this study, and interviews were administered to obtain data from Human Resource practitioners and departmental supervisors in a state-owned enterprise. 24 participants were purposively selected to provide data for the study. This study revealed that the Human Resource department provides beneficial activities to the organization such as reduction of employee turnover, employee development, employee wellness, and internal communication. The critical discussion provided in this paper would strengthen the body of knowledge on the role of Human Resource Management in improving organizational effectiveness.
South African state-owned enterprises (SOEs) have been underperforming for the past decade riddled with poor service delivery, employee retrenchments, lack of employee motivation and inability to embrace innovative approaches in management of business. There has been a call from the South African government for SOEs to self-renew and become effective in service delivery. As a result the role of human resource management (HRM) assist organisations to become effective through the use of innovative human resource practices. This paper is an investigation carried out at a selected South African SOE to determine the effectiveness of HRM in creating organisational competitiveness. A qualitative research approach was adopted where interviews were used to gather data from the company’s human resource practitioners and departmental heads. Non-probability sampling was used and 24 participants were purposively selected. The study revealed that HR practitioners do not participate in policy reviews whereas their skills are underutilised, they lack latest technology and it was noted that there is excessive control from high authorities. Received: 11 February 2021 / Accepted: 16 March 2021 / Published: 17 May 2021
The purpose of this study is to identify the role of human resource management in the change processes of state-owned enterprises and its effectiveness in the management of organizational change. This paper is a study of the role of human resource professionals in the internal change processes of state-owned enterprises. Qualitative research was used, and semi-structured interviews were administered to obtain data from human resource practitioners and departmental supervisors in a South African state-owned enterprise. Human Resource professionals are the custodian of change and employee champions in organizations. Their input in change processes is vital in maintaining employee levels of commitment to the organization. Human Resource Management's role in organizational change involves employee counseling, motivation, communication, and designing exit packages. If these roles are not properly executed, the organization may experience difficulties such as employee stress, low morale, and high labor turnover to mention just a few. The study revealed that lack of business partner roles, fear and control by the executives, and lack of communication from the top management are the challenges facing human resource professionals during internal change processes. The study provides insights for top management in state-owned enterprises on the role of human resource management in organizational change processes. The discussion provided in this paper would strengthen the body of knowledge on the role of Human Resource Management in the management of change particularly in state-owned enterprises.
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