Evaluating the career status of IT professionals
Turning the tide" a new wave of HR: devolving HR capabilities to line managers
Re-establishing the psychological contract as a precursor to employee retention
- Authors: Dhanpat, N. , Parumasur, S. B.
- Date: 2014
- Subjects: Employee retention , Job satisfaction , Labor turnover , Psychological contract
- Type: Article
- Identifier: uj:5538 , http://hdl.handle.net/10210/14073
- Description: The violation and breach of a psychological contract and trust often results in a decline in employees’ willingness to contribute and intentions to stay in an organization. Hence, this paper aims to understand the psychological contract and trust and their role in employee retention. It focuses on employee and organizational expectations and the importance employees attach to these and assesses issues of trust, job satisfaction and intentions to leave. Data was collected using an established questionnaire whose psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha respectively. Data was analyzed using descriptive and inferential statistics. The findings reflect that mutual trust and, meeting expectations and having their expectations met by the organization are important to employees. Based on the results of the issues of the psychological contract and trust, recommendations are tabulated, which when implemented, have the potential for enhancing employee retention and reducing intentions to leave the organization.
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An investigation : should organizations move towards team-based recognition?
- Authors: Dhanpat, N.
- Date: 2014-11-23
- Subjects: Incentive awards , Management - Team work , Employees - Rating of , Teams in the workplace
- Type: Article
- Identifier: uj:5537 , ISSN 20392117 , ISSN 20399340 , http://hdl.handle.net/10210/14072
- Description: This paper presents the occasion for organizations to investigate the need to transition towards a team-based approach of employee recognition. A theoretical framework of employee recognition is presented. Employee recognition is largely recognized as a managerial practice, and have been in practice in terms of individual-based recognition within organizations. Many organizations are looking for a way forward to approach this matter in a strategic manner, and understand the implications of team-based recognition on employees and the organization itself. Employee recognition has placed major impact on work performance, team effectiveness and organizational success. The paper explores motivational theories linked to employee recognition and elaborates on the effective utilization of recognition programs. Subsequently, the impact of employee recognition on employees are reviewed. The consequences and implications of team-based employee recognition are further evaluated. The paper is a qualitative study based on utilizing secondary data and presents a conceptual paper. The current study has reviewed various literature on remuneration, compensation, employee recognition, motivation and teamwork. This paper further suggests that organizations needs to be cognizant of the implications and consequences of team-based recognition on employees, work outcomes and employee behaviour.
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Industry 4.0 : the role of HR professionals
- Authors: Dhanpat, N. , Joe, M.R. , Buthelezi, Z.P. , Maphela, T.V. , Shongwe, C.N.S.
- Date: 2020
- Subjects: Industry 4.0 , HR professionals , Competencies
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/445877 , uj:39024 , Citation: Dhanpat, N. et al. 2020. Industry 4.0 : the role of HR professionals.
- Description: Abstract: Orientation: Organisations are at the forefront of Industry 4.0 and employees are witnessing the changes it brings. Research purpose: The objective of the study was to explore the role of Human Resource (HR) professionals in navigating industry 4.0. Motivation for the study: There is scant scientific research on the role of HR professionals in industry 4.0 within the South African context, although there are workshops and seminars in the field. Research design, approach and method: A qualitative research approach followed a case study design within an interpretivist research paradigm. We interviewed a purposive sample of 12 HR professionals (mean age = 43, six men and six women). Semi-structured interviews were conducted to capture perceptions of HR professionals and a thematic analysis was used to extract themes and sub-themes. Main findings: Seven prominent themes emerged, namely industry 4.0 practices in organisations, industry 4.0 and HR strategy, developing 4.0 competencies, HR 4.0 competencies, HR’s role in industry 4.0, challenges of 4.0 and 4.0 opportunities. From the main themes, sub-themes were identified, revealing that HR professionals need to assume roles as strategic business partners and talent managers, necessitating HR competencies such as creative innovator, change agent, strategic partner, and people enablement to take advantage of the opportunities of industry 4.0 and mitigate the associated challenges. Practical implications and contribution: HR professionals can use the findings as a basis for considering their role in industry 4.0. We propose a preliminary holistic model for navigating industry 4.0. It is suggested that future research may use this study as a point of departure within the South African context.
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