Development of a career-enabler framework within a South African higher education institution

Grobler, Anton; Rudolph, E.C.; Bezuidenhout, Magda L.

doi:10.1080/14330237.2014.906075

Cited by 6 publications

(6 citation statements)

References 10 publications

(12 reference statements)

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“…Professional development. The measure of a ten-item scale was adopted from Grobler et al (2014) and validated with a previous study conducted in the Philippines (Asio and Jimenez, 2020). Sample items are "My faculty provides specialized training programs for researchers" and "My faculty sends staff to relevant conferences."…”

Section: Methodsmentioning

confidence: 99%

Determinants of research performance of university academics and the moderating and mediating roles of organizational culture and job crafting

Rasdi

Tauhed

Zaremohzzabieh

et al. 2022

EJTD

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Purpose This paper aims to identify the role of organizational and individual factors in predicting the research performance of academics when job crafting is a mediator variable and organizational culture is a moderating variable. Design/methodology/approach This study was conducted by collecting responses from academics at five Malaysian research-based universities. The sample size was 273. Standard questionnaires were used to collect the data. The data were analyzed using partial least squares structural equation modeling. Findings The most significant predictors of research performance were organizational culture, individual effort and professional development, whereby job crafting was most optimally predicted by work engagement and transformational leadership. While organizational culture moderated the relationship between transformational leadership and research performance, the mediating role of job crafting was insignificant between work engagement and research performance. Research limitations/implications The findings have important implications for human resource development practitioners (HRD) in terms of improving overall academic research performance. Practical interventions are suggested to assist academics in enhancing their performance. This study highlights how academic performance can be managed more effectively. Originality/value The findings extend the HRD literature in higher education and offer a framework that enhances the understanding of the organizational and individual factors that influence academics' research performance within a specific context of research universities in a non-Western context.

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Section: Methodsmentioning

confidence: 99%

Determinants of research performance of university academics and the moderating and mediating roles of organizational culture and job crafting

Rasdi

Tauhed

Zaremohzzabieh

et al. 2022

EJTD

View full text Add to dashboard Cite

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“…The importance of a career enabling culture is evident. Higher education institutions should, like any other organisation, understand the characteristics of the institutional culture that directs the behaviours and attitudes of its members (Serinkan & Kiziloglu, 2021) and, moreover, that would contribute to the enablement and professional development of their employees (Grobler et al, 2014). These characteristics include the values, practices and behaviours, as summarised by Martins and Terblanche (2003).…”

Section: Values Practices and Behaviours As Part Of Institutional Culturementioning

confidence: 99%

“…Evidently, careers do not develop in isolation. Instead, careers within organisations are shaped by the organisation's strategy (Schreuder & Coetzee, 2016) and, specifically, the organisation's culture (Grobler, Rudolph & Bezuidenhout, 2014). An organisation's culture, therefore, is a powerful source and transmitter of social information, shaping individual career motivations, decisions and behaviours (Hall & Yip, 2016).…”

Section: Introductionmentioning

confidence: 99%

Institutional culture and academic career progression: Perceptions and experiences of academic staff

Barnes

Plessis

Frantz

2021

SA j. ind. psychol.

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Orientation: The South African higher education system is highly dependent on institutional cultures to enable the progression of academics with the aim to unlock the research potential of the country. Institutional cultures are directed by the values, practices and behaviours of its members.Research purpose: Establish and present, from the academics’ point of view, the values, practices and behaviours that facilitate an enabling institutional culture, which supports the career progression of academic staff.Motivation for the study: A comprehensive and deeper understanding of any higher education institutional culture requires analysis beyond the structural elements and established procedures of the institution. An understanding of how individuals interpret their environment, to support their career progression, is equally important.Research approach/design and method: A qualitative, phenomenological approach was followed, through individual, semi-structured interviews with 17 academics, across all career phases.Main findings: An institutional culture in support of academic career progression includes three major values of: equity and inclusion, an ethic of care and collaboration, that are interconnected to practices such as performance management, a career management system, a comprehensive induction and orientation, a collaborative structure, remuneration, as well as resources and support, together with behaviours, comprising the articulation of team values, alignment of individual and institutional values, as well as a systemic approach.Practical/managerial implications: Understanding the values, practices and behaviours within the context of higher education offers leaders and talent management practitioners the necessary factors to consider as they grapple to understand a culture that enables the career progression of academic staff.Contribution/value-add: Deeper understanding, from the academics’ point of view, the values, practices and behaviours that facilitate an enabling institutional culture, which supports the career progression of academic staff.

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“…2.4 Drivers/enablers of career progression of project managers Grobler et al (2010) described career drivers or enablers as those abilities and aptitudes that help an individual or a group of persons to relish a successful career progression path. Ferreira (2010) also concluded that career drivers can mean a person's expediency skills, such as their real-world or creative skills, self-management and association skills that may help them to craft their fruitful career.…”

Section: Career Progression Of Construction Project Managersmentioning

confidence: 99%

Factors driving the career progression of construction project managers

Agyekum

Kissi

Danku

et al. 2020

JEDT

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Purpose This paper aims to examine the factors that drive the career progression of construction project managers (CPM) in the Ghanaian construction industry. Design/methodology/approach Based on the quantitative approach, the views of 80 CPMs working with D1 building construction firms were elicited using a structured questionnaire. Data was analysed using one-sample t-test, which was used to examine the relative significance of the variables. The mean scores, standard deviations and significance values (p-values) of each variable were used to examine the outcome of the survey. Findings The findings suggest that “existence of organizational support systems”, “ability to create identity”, “having an influential mentor and coach”, “accepting complicated and high visibility assignments” and “ability to gain managerial or leadership experience” are the key factors that drive the career progression of CPMs in Ghana. Research limitations/implications Findings from this study is limited to CPMs, specifically within the Ghanaian construction industry. This implies that with the fragmented nature of the construction industry, adopting these findings in construction settings within other countries may not yield the desired results, especially, if those countries do not share similar characteristics and context with Ghana. Practical implications Practically, this study highlights for the benefits of project managers (PM) (especially those in the construction industry) the key factors that drive their career progressions. Identification of these drivers offers the professionals with those factors to be prioritized when seeking to progress their careers in the construction industry. Originality/value Empirical research on the factors that drive the career progression of CPMs has not been fully examined in previous studies, though such studies in other sectors aside construction are prevalent. Hence, the identification of the drivers for career progression of construction PMs advances literature in the area and offers the professionals with those factors to be prioritized when seeking to progress their careers.

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Development of a career-enabler framework within a South African higher education institution

Cited by 6 publications

References 10 publications

Determinants of research performance of university academics and the moderating and mediating roles of organizational culture and job crafting

Determinants of research performance of university academics and the moderating and mediating roles of organizational culture and job crafting

Institutional culture and academic career progression: Perceptions and experiences of academic staff

Factors driving the career progression of construction project managers

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