A content analysis of the HR skills in high demand
- Authors: Magau, Mpho D.
- Date: 2017
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/241884 , uj:24936 , Citation: Magau, M.D. 2017. A content analysis of the HR skills in high demand.
- Description: Abstract: Research, conversations and debates on the key HR skills in high demand have produced significant implications for the development of new competency models. Globally, studies have been undertaken on the new competencies which should define the HR business partner of the 21st century. The HR competency model of the Society for Human Resource Management (SHRM) was used determine the extent to which the HR vacancies reflect critical skills during the year 2015 in a South African newspaper. The study found a 21% high demand for verbal and written communication skills, followed by business acumen at 18.2%. Ethical practice is low at 0.3%. The outcome of this research add to the ongoing expectation for HR Professionals to grow their business acumen.
- Full Text:
- Authors: Magau, Mpho D.
- Date: 2017
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/241884 , uj:24936 , Citation: Magau, M.D. 2017. A content analysis of the HR skills in high demand.
- Description: Abstract: Research, conversations and debates on the key HR skills in high demand have produced significant implications for the development of new competency models. Globally, studies have been undertaken on the new competencies which should define the HR business partner of the 21st century. The HR competency model of the Society for Human Resource Management (SHRM) was used determine the extent to which the HR vacancies reflect critical skills during the year 2015 in a South African newspaper. The study found a 21% high demand for verbal and written communication skills, followed by business acumen at 18.2%. Ethical practice is low at 0.3%. The outcome of this research add to the ongoing expectation for HR Professionals to grow their business acumen.
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Measuring human capital disclosure
- Magau, Mpho D., Roodt, Gerhard (Gert)
- Authors: Magau, Mpho D. , Roodt, Gerhard (Gert)
- Date: 2017
- Language: English
- Type: Conference proceedings
- Identifier: http://ujcontent.uj.ac.za8080/10210/369946 , http://hdl.handle.net/10210/241877 , uj:24935 , Citation: Magau, M.D. & Roodt, G. 2017. Measuring human capital disclosure.
- Description: Abstract: Disclosure of human capital in annual reports enable HR Professionals with information to improve their investment decisions on a broad range of people-related issues. When contrasted against the other dimensions of intellectual capital, namely, structural and customer capital, disclosed human capital information provides useful insights on how people contribute towards organisational performance. This study applied a self-constructed disclosure index with four constructs to assess the extent of human capital disclosure in the 2015 annual reports of the Top 40 Johannesburg Stock Exchange (JSE) listed companies in South Africa. A Cronbach’s alpha of 0.872 was attained confirming the internal consistency of this instrument. Overall, 26% of human capital information was disclosed qualitatively, quantitatively and in monetary value compared to 33% for both structural and customer capital.
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- Authors: Magau, Mpho D. , Roodt, Gerhard (Gert)
- Date: 2017
- Language: English
- Type: Conference proceedings
- Identifier: http://ujcontent.uj.ac.za8080/10210/369946 , http://hdl.handle.net/10210/241877 , uj:24935 , Citation: Magau, M.D. & Roodt, G. 2017. Measuring human capital disclosure.
- Description: Abstract: Disclosure of human capital in annual reports enable HR Professionals with information to improve their investment decisions on a broad range of people-related issues. When contrasted against the other dimensions of intellectual capital, namely, structural and customer capital, disclosed human capital information provides useful insights on how people contribute towards organisational performance. This study applied a self-constructed disclosure index with four constructs to assess the extent of human capital disclosure in the 2015 annual reports of the Top 40 Johannesburg Stock Exchange (JSE) listed companies in South Africa. A Cronbach’s alpha of 0.872 was attained confirming the internal consistency of this instrument. Overall, 26% of human capital information was disclosed qualitatively, quantitatively and in monetary value compared to 33% for both structural and customer capital.
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Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations
- Grobler, Corlé, Van Wyk, René, Magau, Mpho D.
- Authors: Grobler, Corlé , Van Wyk, René , Magau, Mpho D.
- Date: 2019
- Subjects: B-BBEE , Kotter’s eight-step change model , Transformational change
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/397901 , uj:33097 , Citation: Grobler, C., Van Wyk, R. & Magau, M.D., 2019, ‘Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations’, Acta Commercii 19(1), a686. https://doi.org/10.4102/ ac.v19i1.686 , ISSN: (Online) 1684-1999
- Description: Abstract: Orientation: This multiple qualitative case study provides a change leadership framework through augmentation of Kotter’s eight-step change leadership model. This framework provides practical guidelines for the implementation of Broad-Based Black Economic Empowerment (B-BBEE). Research purpose: To establish a transformational change leadership framework for B-BBEE implementation, applying Kotter’s eight-step change leadership model. Motivation for the study: It is not clear to what extent a transformational change leadership framework can be applied for the improved implementation of B-BBEE in South African organisations. Research design, approach and method: This is a multiple qualitative case study with a constructivist philosophy. Sixteen organisations were purposively selected from the Top 100 rated Most Empowered Companies. Five B-BBEE transformation experts were selected for interviewing. The five participants were executives aged between 35 and 50 years: female (4), male (1), black people (2) and white people (3). Deductive thematic analysis was done using pre-defined themes and Kotter’s change leadership steps. Inductive perspectives were applied when new insights were gained. Main findings: The transformational change leadership framework for the implementation of B-BBEE incorporated Kotter’s steps and additional essential elements. Practical/managerial implications: The study proposes that a transformational change leadership framework could be used for implementing successful, sustainable B-BBEE in South Africa. Contribution/value-add: Different elements contributed the B-BBEE transformational change leadership framework, namely: the role of leadership; leaders’ personal commitment, values and beliefs; and support in driving effective transformation. A willing culture seems essential for sustainable climate of change that leads to transformation maturity.
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- Authors: Grobler, Corlé , Van Wyk, René , Magau, Mpho D.
- Date: 2019
- Subjects: B-BBEE , Kotter’s eight-step change model , Transformational change
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/397901 , uj:33097 , Citation: Grobler, C., Van Wyk, R. & Magau, M.D., 2019, ‘Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations’, Acta Commercii 19(1), a686. https://doi.org/10.4102/ ac.v19i1.686 , ISSN: (Online) 1684-1999
- Description: Abstract: Orientation: This multiple qualitative case study provides a change leadership framework through augmentation of Kotter’s eight-step change leadership model. This framework provides practical guidelines for the implementation of Broad-Based Black Economic Empowerment (B-BBEE). Research purpose: To establish a transformational change leadership framework for B-BBEE implementation, applying Kotter’s eight-step change leadership model. Motivation for the study: It is not clear to what extent a transformational change leadership framework can be applied for the improved implementation of B-BBEE in South African organisations. Research design, approach and method: This is a multiple qualitative case study with a constructivist philosophy. Sixteen organisations were purposively selected from the Top 100 rated Most Empowered Companies. Five B-BBEE transformation experts were selected for interviewing. The five participants were executives aged between 35 and 50 years: female (4), male (1), black people (2) and white people (3). Deductive thematic analysis was done using pre-defined themes and Kotter’s change leadership steps. Inductive perspectives were applied when new insights were gained. Main findings: The transformational change leadership framework for the implementation of B-BBEE incorporated Kotter’s steps and additional essential elements. Practical/managerial implications: The study proposes that a transformational change leadership framework could be used for implementing successful, sustainable B-BBEE in South Africa. Contribution/value-add: Different elements contributed the B-BBEE transformational change leadership framework, namely: the role of leadership; leaders’ personal commitment, values and beliefs; and support in driving effective transformation. A willing culture seems essential for sustainable climate of change that leads to transformation maturity.
- Full Text:
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