The Human Resource function contribution to human development in South Africa

Abstract

Orientation: This article discusses the extent to which human under-development in South Africa and the consequent societal problems of poverty and inequality are addressed by the work of HR practitioners.Research purpose: The purpose of the study was to provide empirical evidence of the appropriateness of current HR practice in South African socio-economic conditions and to make suggestions for improvement.Motivation for the study: Societal problems caused by human under-development are impacting more and more on organisations in South Africa. It is currently not known to what extent and in what way HR work contributes to the improvement of this situation.Research design and method: An interpretive approach was adopted. Qualitative methods within a basic qualitative study strategy were used, including interviewing and a focus group. A sample of 50 individual HR practitioners at various organisational levels was interviewed. Data were analysed by means of thematic analysis.Main findings: Societal problems caused by human under-development impact tremendously on the daily work of HR practitioners. Many HR practitioners do play an Employee Advocate role within the workplace but do not see this role as extending further to any degree. Some role models of more strategic responses were found.Practical/managerial implications: HR practitioners would better fulfil their mandate to work for the success of their organisation if they took pro-active steps to accelerate human development outside their organisations.Contribution/value-add: Empirical evidence is presented to support efforts to broaden the focus of HR work to human development. This linkage has not previously been researched

Impression management within the recruitment interview: Narratives of employees at a South African higher education institution

“…Thus, impression management can also be considered to be an individual capability in the enactment of a desired outcome. This study heightens focus on how this happens from the interviewee's side (Abbott et al, 2013;Ployhart et al, 2006). The two findings of the study appear to support emerging work around impression management in South Africa (Mtshelwane et al, 2016), namely that the phenomena can be both conscious and unconscious.…”

“…Recruitment decisions concern prioritising that a workforce will be able to meet the current and future needs of the organisation (Aamodt, 2013). By such a prioritisation, organisations are able to place the right people in the right positions, thus enhancing organisational development (Grobler et al, 2011).…”

“…By such a prioritisation, organisations are able to place the right people in the right positions, thus enhancing organisational development (Grobler et al, 2011). However, when making such decisions, impression management as a behaviour can occur on both the interviewer's and the interviewee's sides (Abbott, Goosen, & Coetzee, 2013;Ployhart, Schneider, & Schmitt, 2006). Impression management has the potential to affect not only the quality of decisions but also outcomes from human resources management (HRM) processes such as recruitment and selection.…”

“…Central to impression management, as argued by Ward and Ravlin (2016, p. 3), is 'status enhancement', be it in a context of real or imagined audiences (Abbott et al, 2013). Impression management is viewed as a form of self-representation in view of the construction of social reality (Leary & Kowalski, 1990).…”

Exploring the current application of professional competencies in human resource management in the South African context

“…Steyn (2008) found similar results but discerned that some HR practitioners are moving towards fulfilling a more strategic role in organisations. A recent study by Abbott, Goosen and Coetzee (2013), however, pointed out that many HR practitioners in South Africa are still focusing on the role of employee advocate in the workplace without this role being extended.…”