An analysis of the Human Resource practices in the mining industry in Zimbabwe’s Midlands Province: A relook at the Resource Based View of managing Human Resources.

Nyamubarwa, Willard

doi:10.9790/0837-171116123

Cited by 3 publications

(4 citation statements)

References 26 publications

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“…The study of CTM in the mining industry elicits research challenges due to its fluctuating global demand, commodity prices, stakeholder expectations, and the need to maximize productivity and profitability (Wadsley & Hansen, 2016). This is heightened by an acute shortage of skilled labor, particularly in emerging economies (Nyamubarwa, Mupani, & Chiduuro, 2013). This situation is set against the production-oriented nature of this industry, which involves a vast workforce to maximize returns (Matangi, 2006), mainly located in rural operations.…”

Section: Methodsmentioning

confidence: 99%

Frames and Actors: Translating Talent Management Strategy to Latin America

2019

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Multinational enterprises (MNEs) transfer their corporate strategies to subsidiaries globally, and in so doing, embark on a translation process. Despite the prevalence of MNEs and their investments in emerging economies, little is known about how local factors affect key actors when translating corporate talent management (CTM) strategies to these regions. This study draws from the translation and talent management literatures to explore the travel of ideas in the context of CTM. Relevant frames (narratives that emerge around actions) and actors are proposed and explored empirically in a qualitative study of 76 employees across an Australian mining MNE with subsidiaries located in Latin America. The findings support extant literature as well as uncovering new frames (categorized in external or corporate, and internal or local) and actors (including non-managerial) as part of the translation process. The findings suggest the need to balance talent management strategies between corporate and subsidiaries by being aware of internal and external frames including in both urban and rural locations. This understanding provides further clarification of the global versus local paradox faced by MNEs. Implications for future research and practice are discussed.

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Section: Methodsmentioning

confidence: 99%

Frames and Actors: Translating Talent Management Strategy to Latin America

2019

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“…Nguwi (2010) also points out that the pitfalls of personnel selection methods such as the unstructured interviews emanate from the subjectivity of the judgements and conclusion arrived at because of the lack of standardisation of the interview process, which results in biases. In addition, most organisations in Zimbabwe engage in nepotism by employing their relatives and use unscientific personnel selection measures and methods (Dumbu & Chadamoyo, 2012;Nyamubarwa et al, 2013, Zinyemba, 2014. Thus, if Zimbabwean organisations fail to adopt valid personnel selection models, they may continue to employ unsuitable people, resulting in reduced employee performance capability.…”

Section: Models Of Personnel Selectionmentioning

confidence: 99%

“…The present study, thus, sought to explore a personnel selection model that could be applied with confidence in the Zimbabwean and perhaps African organisational context. The practical utility of the study stems from employment malpractices, high labour turnover and brain drain that existed and still exist in the Zimbabwean business sector from about 1998 to the present, as the country is characterised by economic recession (Dumbu & Chadamoyo, 2012;Nguwi, 2014b;Nyamubarwa, Mupani, & Chiduuro, 2013;Zinyemba, 2014). Thus, exploring a scientific valid personnel selection model is expected to assist organisations to still employ suitable people despite the aforementioned problems.…”

Section: Introductionmentioning

confidence: 99%

Cognitive intelligence, emotional intelligence and personality types as predictors of job performance: Exploring a model for personnel selection

Dhliwayo

Coetzee

2020

SA j. hum. resour. manag.

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Orientation: The process of personnel selection is essential for organisations because it ensures that only those candidates who are likely to contribute to the economic value of an organisation are chosen to fill job vacancies.Research purpose: This research sought to explore cognitive intelligence (CI), ability emotional intelligence (ability EI), trait emotional intelligence (trait EI) and personality types as predictors of job performance with the view to propose a valid selection model for the Zimbabwean organisational context.Motivation for the study: In the personnel selection context, separate studies investigated the single predictive power of the constructs relevant to the study in different settings and studies. The role of personality types in selection is especially under-researched.Research approach, design and method: The study utilised a cross-sectional survey design. The convenience sample constituted (N = 299) supervisory and professionally qualified, experienced specialists from various organisations in Zimbabwe. The GAMA, AES, WEIS, MBTI, Form M and JPS were administered.Main findings: Structural equation modelling indicated CI as the best predictor of job performance, followed by ability EI and then by personality types. Trait EI could not account for any variance in job performance.Practical implications/managerial implications: Personnel selection models in the Zimbabwean context could consider including the empirically demonstrated variables in selection practices.Contribution/value-add: The research advanced personnel selection theory by empirically and scientifically identifying the core elements of, and proposing a personnel selection model for use by human resources practitioners and organisations in the African context.

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“…It means that the small restaurant business' internal resources and capabilities, especially their human resources, could be regarded as valuable only if they are likely to bring about sustained organisational performance. Nyamubarwa, Mupani and Chiduuro (2013) concur that an organisation's human resources are a key source of organisational performance, as they resultantly add value, are rare in the marketplace, difficult or impossible to imitate and cannot be easily substituted. The RBV theory emphasises that organisations must strive to be successful in obtaining and managing available valued resources (Oghojafor, Muo, & Aduloju, 2012).…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

Environmental influences, employee resourcing strategies and small and medium-sized enterprises performance: Case of South African small restaurants

Mupani

Chipunza

2019

SA j. hum. resour. manag.

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Orientation: Small businesses’ contribution to economic growth and employment creation cannot be disputed in South Africa, amid operating in an environment that is highly competitive and reports of small and medium-sized enterprise (SME) high failure rates, in general. In view of this, and to our knowledge, no known theoretical study has been conducted in South Africa examining how certain environmental factors might influence the use of appropriate resourcing strategies for improved small businesses’ performance.Research purpose: This theoretical article investigates the relationships between environmental influences, employee resourcing strategies and business performance among South African small restaurants.Motivation for the study: There is a paucity of literature that has explored whether a relationship exists between the three variables among small restaurant businesses in South Africa, justifying the need for such an investigation.Research approach/design and method: This article, which is conceptual in nature, adopted a systematic literature review which entails combining all existing research literature related to the three variables so as to arrive at logical inferences.Main findings: The research contends that a relationship exists between the three variables.Practical/managerial implications: Small businesses need to be aware of the environmental influences that may contribute to business failure so that they attune employee resourcing strategies to the environment to achieve high performance.Contribution/value add: The article contributes to extant literature on the interplay between environmental factors, resourcing strategies and firm performance in small restaurant businesses of emerging economies.

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An analysis of the Human Resource practices in the mining industry in Zimbabwe’s Midlands Province: A relook at the Resource Based View of managing Human Resources.

Cited by 3 publications

References 26 publications

Frames and Actors: Translating Talent Management Strategy to Latin America

Frames and Actors: Translating Talent Management Strategy to Latin America

Cognitive intelligence, emotional intelligence and personality types as predictors of job performance: Exploring a model for personnel selection

Environmental influences, employee resourcing strategies and small and medium-sized enterprises performance: Case of South African small restaurants

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