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Digitisation has an impact on human capital as their skills become redundant (Rana & Sharma, 2019). Industry 4.0 presents the challenge of unemployment, although it has the potential to open Orientation: Organisations are at the forefront of industry 4.0 and employees are witnessing the changes it brings. Research purpose:The objective of this study was to explore the role of human resource (HR) professionals in navigating industry 4.0.Motivation for the study: There is scant scientific research on the role of HR professionals in industry 4.0 within the South African context, although there are workshops and seminars in the field.Research approach/design and method: A qualitative research approach is used within an interpretivist research paradigm. We interviewed a purposive sample of 12 HR professionals. Semi-structured interviews were conducted to capture perceptions of HR professionals, and a thematic analysis was used to extract themes. Main findings:Seven prominent themes emerged revealing that HR professionals need to assume roles as strategic business partners and talent managers, necessitating HR competencies such as creative innovator, change agent, strategic partner and people enablement to take advantage of the opportunities of industry 4.0 and mitigate the associated challenges.Practical/managerial implications: HR professionals can use the findings as a basis for considering their role in industry 4.0. We propose a preliminary holistic model for navigating industry 4.0. Future researchers may use this study as a point of departure within the South African context. Contribution/value-add:There is limited research on this topic matter and is a response to this. The study makes an important practical and scientific contribution to understanding the role of HR professionals as it affirms their function has become an essential part of industry 4.0.

Purpose The purpose of this paper is to investigate the relationship between employee retention and job security and the impact of retention factors on the job security of nurses in public hospitals in South Africa. The retention of nurses is essential in public hospitals in South Africa. It is therefore critical that retention strategies are primed to ensure the job security of nurses. Design/methodology/approach The study is quantitative in nature, adopts a cross-sectional approach and is set within a positivist research paradigm. Pre-established questionnaires were used to collect data. Non-probability sampling was used to select a convenience sample. Questionnaires were distributed to three public hospitals in Johannesburg and 202 responses were received. The psychometric properties of the questionnaire were established through validity and reliability. Inferential and descriptive statistics were deployed to analyse data. Findings The study established that there is a relationship between retention factors and job security. The study further identified retention factors as predictors of job security and noted that training and development was the strongest predictor of job security amongst nurses. In addition, the study contributes towards research on retention practices of nurses from a South African perspective. Practical implications The study recommendations are diagrammatically represented. If implemented by human resource practitioners and nursing management, they are likely to enhance job security. Originality/value The study provides insights on the retention of nursing professionals in public hospitals in Gauteng and identifies retention factors which contribute most towards job security.

Orientation: Over the past two decades, since the advent of democracy in South Africa, the country has undergone transformation in virtually all sectors of society. Education is no exception, with higher education institutions (HEIs) also experiencing change. The transformation of HEIs has brought about many new challenges, demands and stresses that may hinder the work performance of academics.Research purpose: This study seeks to determine the ‘hindrance demands’ unique to the South African context by developing and validating the Higher Education Hindrance Demands Scale (HEHDS). This scale includes a set of demands placed on academics’ experiences in this context.Research approach, design and method: Data were collected from 184 academic staff members from HEIs based on a quantitative research design using a cross-sectional survey. Data were analysed through exploratory factor analysis (EFA), while the reliability of the scale was obtained through Cronbach’s coefficient alpha.Main findings: The results produced, as anticipated, a six-factor model consisting of: (1) workload, (2) higher education unrest, (3) change management, (4) decolonisation, (5) online teaching and learning and (6) psychological safety. The findings indicated excellent reliability, ranging between 0.74 and 0.90.Practical and managerial implications: Taking into consideration the context in which HEIs operate in South Africa, it is noteworthy that the recommendations in this article will assist in identifying the hindrance demands placed on academic staff. Researchers in the field are therefore called to validate the instrument developed through the use of confirmatory factor analysis.Contributions or value-add: This study adds to the limited research on hindrance demands placed on staff in HEIs.

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The study explored employees’ experience and adjustment of working during the COVID-19 pandemic. The study followed a qualitative research approach and used a convenience sampling method. The sample contained 12 employees (women = 6; men = 6; working from home = 6; working from the office = 1; hybrid workers = 5; median age = 36; Mage = 39). Data was collected through semi-structured interviews that occurred virtually on Microsoft teams. Data were analyzed using the Braun and Clarke’s thematic analysis. Six themes were established: The study found that work content increased, employees had to work remotely and use online platforms to communicate and deliver work, received adequate support from the organization, achieved positive work-life balance, and faced personal challenges in grief and emotional distress. In fulfilling the goals and objectives of the study, HR and management can be better placed to recognize the effect of the pandemic on workers and the role they need to play in supporting these workers throughout this time.

Orientation: Collaboration is deemed important in today’s connected and complex business environment. People’s ability to collaborate with each other in organisations is becoming a business imperative. This study focuses on a valid measurement of collaboration within organisations.Research purpose: Thomson, Perry and Miller (2007) developed a collaboration measurement instrument in the United States. The aim of this study was to validate this instrument for a South African context.Motivation for the study: South African organisations face unique challenges that require optimal use of resources to improve business results. Effective collaboration is considered a powerful strategy to achieve this. Measuring the extent of collaboration can help to identify required changes in business practices. As far as could be established, there is no evidence of collaboration instruments developed and validated in South Africa.Research design, approach and method: Additional items were designed for further development of the Thomson, Perry and Miller (2007) Collaboration Instrument sub-scales, as suggested by the authors. The revised questionnaire consisting of 31 (17 existing, 14 new) items was distributed electronically to 4200 employees in two organisations, with 343 valid responses received. Reliability and construct validity were tested, as was convergent validity of the norms factor with the Trust in Teams Scale.Main findings: The results of the study support a four-factor, 29-item model of collaboration when applied to a South African sample. Cronbach’s alpha ranged between 0.85 and 0.95. Confirmatory Factor Analysis fits were at an acceptable level. Convergent validity showed a moderate fit with the data.Practical/managerial implications: South African managers and human resources practitioners can utilise results to foster a collaborative environment.Contribution/value-add: This study builds on the theoretical concept of collaboration as defined by Thomson, Perry and Miller (2007).

Orientation: Mining plays a significant role in the South African economy and is crucial for job creation opportunities. Mining organisations are plagued by various challenges, which include turnover intention.Research purpose: The current study sought to establish whether employee empowerment (psychological and structural empowerment) predicts turnover intention in a mining organisation.Research approach/design and method: The study followed a quantitative research approach and used a cross-sectional design. A non-probability sampling technique was used, and a purposive sampling method was selected. The sample comprised 371 mining employees (men = 276; women = 95). Data were collected through pre-established measures, all of which reported acceptable Cronbach’s alphas. Various statistical techniques were employed to address the main research objective.Main findings: Employee empowerment negatively impacts turnover intention. The employees who perceived having informal power were more likely to consider leaving the organisation. Employees who perceived less formal power were more likely to consider leaving than the employees who perceived having formal power.Practical/managerial implications: Recommendations are made to HR practitioners regarding employee empowerment of mining employees, which, when implemented, have the potential to reduce employee turnover intention.Contribution/value-add: The results of this study provide a better understanding to human resource managers about the relationship between employee empowerment and turnover intention of mining personnel. This study contributed to theory, as some key findings are different from previous studies within the South African context.