Abstract
Ph.D. (Leadership in Performance and Change)
Orientation: Few predictive models exist in the South African business process services (BPS) environment that identify core variables that relate to employee performance in BPS.
Research purpose: The primary research objective of this study was to empirically test a Human Capital Predictive Model for employee performance in BPS, as developed by the present authors (Jacobs & Roodt, 2011). The research sub-objectives were:
- To gain an understanding of the micro-level theory that constitutes each construct;
- To establish the interaction between the mentioned constructs of the Human Capital Predictive Model; and
- To gain insight into how the constructs synthesise coherently and in a multi-variate approach that clarifies the link between the human capital phenomenon and employee performance in a multidisciplinary context.
Motivation for the study: The present study was inspired by the need to empirically test the Human Capital Predictive Model that was developed in a Master’s dissertation (Jacobs & Roodt, 2011), as it will contribute greatly to an improved ability to make decisions for optimal performance purposes in the South African BPS industry. The model ultimately aims out to provide the ability to explain overall business performance in BPS environments.
Research design: This study was conducted in the quantitative tradition, with a cross-sectional field survey research design and ex post facto data analysis. The sample (n = 487) was extracted from 16 South African BPS organisations that employ approximately N = 6 800 employees in total. Multi-variate analyses were conducted from an exploratory perspective, and included confirmatory factor analysis and structural equation modelling.
Main findings: HRM practices related directly with Employee competence, but was also mediated by Personal resources. Therefore, HRM practices and Job Resources explain competence (proximal outcomes).
Organisational system changes related negatively to Employee engagement, while Pay and benefits as well as Personal resources related positively with Employee engagement. Organisational system changes as well as Work pace and Workload related positively with Burnout, but Pay and benefits and Personal resource related negatively with Burnout. Organisational system changes as well as Work pace and Workload related positively with Wellbeing, but Pay and benefits, and Personal resources related negatively with Wellbeing. Therefore, Job Demands and Job Resources explain engagement, burnout, and well-being (proximal outcomes).
HRM practices and Person-environment fit explain Employee engagement (proximal outcomes). HRM practices and P-E fit are therefore co-determinants of employee engagement (proximal outcomes).