Absenteeism results in an increased workload for nurses who stand in for colleagues and can lead to situations in which a lack of motivation among nurses and a lowering of the quality of patient care may occur. The researcher observed that certain conditions, such as inflexible working schedules, were given as reasons for the absenteeism in units in a provincial hospital. A non-experimental, descriptive, quantitative study was undertaken. The purpose of the article was to describe the working conditions that contribute to absenteeism among the professional and sub-professional nurses at a provincial hospital in the Limpopo province of South Africa

PurposeThe purpose of this study is to evaluate the effect of learner–learner and learner–facilitator interactions on learner satisfaction and their substitutability.Design/methodology/approachA quantitative survey research focusing on 130 students was used to collect data. Stratified sampling was preferred for the study, with a Likert type research instrument being administered online.FindingsLearner–learner and learner–facilitator interactions mediate the effect of e-learning on learner satisfaction. These sets of interactions act as independent mediators, each playing a pivotal role in enhancing learner satisfaction. The interactions are however not substitutable.Practical implicationsThe findings of the study will provide insights to academic administrators, to ensure that the two sets of interactions contribute to an effective and conducive e-learning environment and ultimately learner satisfaction. Deliberate efforts should be made to design increased e-learning interactivity into the cyber learning environment for effective learning.Originality/valueThe findings result in a ranking of learner–learner and learner–facilitator interactions for increased learner satisfaction. The interactions cannot be substituted without affecting the level of learner satisfaction. The interactions play a complementarity role, and collectively, enrich the quality of e-learning. A collective deployment is recommended.

PurposeThe purpose of this paper is to propose and test a model designed to realize employee and organizational performance gains in developing economies.Design/methodology/approachData were collected through a survey involving 35 organizations using electronic human resource management (e-HRM) systems. A purposive sampling technique was employed. Regression analysis making use of Process macro in Statistical Package for the Social Sciences (SPSS) was used to analyze the data.FindingsDespite its infancy in African countries, e-HRM use has a positive effect on employee and organizational performance. The organization-wide gains are enhanced through employee performance mediation.Practical implicationsElectronic-HRM use, complemented by human resource best practices that impact positively on individual performance, is likely to enhance organizational performance gains. Employee performance mediation effect is likely to further enhance the effect of e-HRM usage on organizational performance.Originality/valueThis study represents a first attempt to examine the role of employee performance as an intervening variable in the relationship between e-HRM use and organizational performance. The findings bring into attention the role of organizational members' performance in explaining organizational performance gains. The findings also result in a model that should lead to increased employee and organizational performance.

PurposeThe purpose of this paper is to investigate the mediating role of perceived organizational politics on the relationship between electronic human resource management (e-HRM) use and e-HRM macro-level consequences.Design/methodology/approachThe paper uses a cross-sectional survey of HR professionals, line managers and information technology specialists. A purposive stratified sampling technique is employed. The analyses of data make use of regression and process macro in SPSS analysis.FindingsThe effect of e-HRM use on e-HRM macro-level consequences is partially mediated by perceived organizational politics.Practical implicationsOrganizations can invest in e-HRM use alongside other HR practices such as, emotional intelligence training, to reduce the negative effects of perceived organizational politics and in the process enhance employee attitudes and performance.Originality/valueThe study enriches the scope through which the interaction between e-HRM use and perceived organizational politics is viewed. The study was conducted in Zimbabwe, demonstrating that the indirect effect of e-HRM use on e-HRM macro-level consequences is not limited to developed economies.

PurposeThe purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational performance.Design/methodology/approachData were collected through a survey involving 35 organizations using e-HRM systems. A partially mixed sequential dominant status explanatory design was used for the study. A stratified convenience sampling technique was used for the quantitative phase of the study. A purposive sampling technique was employed for the qualitative phase. A structural equation modelling technique with the use of the process macro approach was used to analyse collected data.FindingsThere is a positive relationship between e-HRM usage and employee outcomes. Employee performance and job satisfaction mediate the effect of e-HRM usage on organizational performance. Employee performance and job satisfaction are contextual variables that characterize effective e-HRM configurations.Practical implicationsOrganizations should invest in employee outcomes in order to maximize the potential of e-HRM. The e-HRM configurations characterized by a multiplicity of dimensions are more likely to add to organizational value creation. The deployment of e-HRM systems should be preceded by high levels of employee performance and job satisfaction, for organizational success.Originality/valueThe study contributes to a growing body of knowledge on dimensions, which characterize effective e-HRM configurations, yielding organizational success. Employee performance and job satisfaction should be added to the characteristics of effective e-HRM configurations.