Human Resource Management as a profession in South Africa: Practitioners' perspectives.
- Van der Westhuizen, C., Van Vuuren, L.J., Visser, D.
- Authors: Van der Westhuizen, C. , Van Vuuren, L.J. , Visser, D.
- Date: 2003
- Subjects: Human resource operations , HR practitioners
- Type: Article
- Identifier: uj:6426 , http://hdl.handle.net/10210/1283
- Description: Many organisations are downsizing their Human Resource (HR) operations due to the perceived lack of credibility of the function as a whole. This study investigates possible reasons for this perceived lack of credibility, and suggests ways in which the Human Resource Management (HRM) function can overcome this challenge. One of these suggestions implies the need to advance the professional status of HRM. The current professional status of HRM, as perceived by South African HR practitioners (N = 398) was evaluated by means of the trait approach to assessing the professional status of an occupation. The results reveal that practitioners do consider HRM to be a profession. However, HRM is still very much in the early stages of achieving true professional status. Other findings and their implications are also discussed.
- Full Text:
- Authors: Van der Westhuizen, C. , Van Vuuren, L.J. , Visser, D.
- Date: 2003
- Subjects: Human resource operations , HR practitioners
- Type: Article
- Identifier: uj:6426 , http://hdl.handle.net/10210/1283
- Description: Many organisations are downsizing their Human Resource (HR) operations due to the perceived lack of credibility of the function as a whole. This study investigates possible reasons for this perceived lack of credibility, and suggests ways in which the Human Resource Management (HRM) function can overcome this challenge. One of these suggestions implies the need to advance the professional status of HRM. The current professional status of HRM, as perceived by South African HR practitioners (N = 398) was evaluated by means of the trait approach to assessing the professional status of an occupation. The results reveal that practitioners do consider HRM to be a profession. However, HRM is still very much in the early stages of achieving true professional status. Other findings and their implications are also discussed.
- Full Text:
Intellectual capital management in a South African retail company
- Van der Westhuizen, C., Kok, J.A.
- Authors: Van der Westhuizen, C. , Kok, J.A.
- Date: 2006-12
- Subjects: Knowledge management , Intellectual capital , Retail industry
- Type: Article
- Identifier: uj:5710 , http://hdl.handle.net/10210/3404
- Description: This research commenced with a study of the concepts of knowledge management and intellectual capital to establish a clear understanding of the importance of the management of intellectual assets of a company. In the review of existing measurement models the strengths and weaknesses and primary uses of each model were explored to understand the different goals for using different models. After the need for an intellectual capital management tool was established, different models were considered and recommendations were made for developing an intellectual capital management tool in retail companies in South Africa.
- Full Text:
- Authors: Van der Westhuizen, C. , Kok, J.A.
- Date: 2006-12
- Subjects: Knowledge management , Intellectual capital , Retail industry
- Type: Article
- Identifier: uj:5710 , http://hdl.handle.net/10210/3404
- Description: This research commenced with a study of the concepts of knowledge management and intellectual capital to establish a clear understanding of the importance of the management of intellectual assets of a company. In the review of existing measurement models the strengths and weaknesses and primary uses of each model were explored to understand the different goals for using different models. After the need for an intellectual capital management tool was established, different models were considered and recommendations were made for developing an intellectual capital management tool in retail companies in South Africa.
- Full Text:
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