A human resource leadership framework in the South African organisational context.
Motsoeneng, Lefaso Daniel
Motsoeneng, Lefaso Daniel
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Abstract
This research study was aimed at developing a Human Resource (HR) leadership framework in a South African organisational context. Human resources (HR) professionals need to obtain the necessary human resource management (HRM) competencies to ensure they are prepared for the workplace and the future world of work. To adapt to the South African volatile work environments, HR practitioners need to ensure that they possess the necessary leadership style and HRM competencies to meet the business needs and add value to the organisation. A quantitative research method within the Positivistic research paradigm was used. Purposive sampling was used in this study to identify suitable HR managers from the SABPP and IPM. Two existing questionnaires were used to measure leadership and international HRM competencies and a new questionnaire was developed to measure the South African HRM competencies. The response rate was 39.42% and was based on the 205 questionnaires returned via Survey Monkey from the initial 520 questionnaires distributed to the South African Board for People Practices (SABPP) and the Institute of People Management (IPM). Correlation
analysis, regression analysis, path modelling testing, Analysis of Variance (ANOVA) and t-test were used to analyse the data. The results indicated that leadership predicted international HRM competencies and South African HRM competencies. There were significant relationships between transformational leadership and international HRM competencies and also between transformational leadership and transactional leadership and South African HRM competencies. A path modelling testing the prediction of the two
(2) competency scores by the three (3) leadership factors was explored. The model and its coefficients are reported below. Scrutinising the data sample in a set of items, results indicate that Transformational leadership was a significant predictor of the SABPP looking at the probability of the total score (β=0.311, p<0.01), which mean that two variables were strongly correlated; transactional leadership (β=0,196, p>0.01) and laissez-faire leadership (β=-0.190, p>0.01) results are lower. From the magnitude of the coefficients. laissez-faire was the least significant predictor of all. There were significant differences regarding age and transformational leadership, age and international HRM competencies and age and South African HRM competencies. According to Singh and Dhawan (2013:23), research asserts the impending role of HR and that the majority of HR professionals will serve as business partners in managing change and cultural transformation in organisations. To adapt to South African volatile work environments, it is recommended human resource practitioners be prepared and developed to ensure that they possess the necessary leadership style and HRM competencies to meet business needs and add value to the organisation.
Description
Submitted in partial fulfilment of the requirements for the degree, Doctor Technologiae: Human Resources Management in the Department of People Management and Development, Faculty of Management Sciences at the Tshwane University of Technology
Date
2020-07-01
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Tshwane University of Technology
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Keywords
Human resource leadership, Future world of work, Leadership style, Leadership framework, Transformational leadership