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description Publicationkeyboard_double_arrow_right Article 2020Publisher:AOSIS Authors: Michiel J. van den Berg; Marius W. Stander; Leoni van der Vaart;Michiel J. van den Berg; Marius W. Stander; Leoni van der Vaart;Orientation: Digital transformation lies at the heart of what has been termed the Fourth Industrial Revolution, and many researchers consider this as one of the most significant drivers of change in the area of human resource management. For this reason, organisations and human resource practitioners (HRPs) are encouraged to re-evaluate their roles to ensure that they are able to impact the business performance. Research purpose: This study reflects upon the potentially unique competency requirements of the HRP in a digitally transformed organisation by exploring the perceptions of the line partner. Motivation for the study: Digitalisation is transforming the roles of HRPs. Consequently, HRPs may need a different set of competencies. Despite the transformation and the associated change in competency requirements, little knowledge exists regarding the HRP competencies needed (especially in digitally transformed organisations). Research approach/design and method: The researcher identified 43 senior line partners through a purposive sampling procedure to participate in semi-structured interviews. Nineteen participants completed the interview process. The researcher analysed the interview data using thematic analysis. Main findings: The main themes are the ability to design, extract, understand, analyse, interpret and apply information (data); continuous learning; stakeholder relationship management; and cultivating positive organisational practices. Practical/managerial implications: The exploration of competencies provides organisations with additional context in terms of the complexity of the environment for the HRP, and provides a model that can be utilised for talent management. Contribution/value-add: This study contributes to the limited knowledge regarding HR competencies in digitally transformed organisations, especially from the perspective of line partners.
DOAJ arrow_drop_down South African Journal of Human Resource ManagementArticle . 2020 . Peer-reviewedLicense: CC BYData sources: Crossrefadd ClaimPlease grant OpenAIRE to access and update your ORCID works.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.All Research productsarrow_drop_down <script type="text/javascript"> <!-- document.write('<div id="oa_widget"></div>'); document.write('<script type="text/javascript" src="https://www.openaire.eu/index.php?option=com_openaire&view=widget&format=raw&projectId=10.4102/sajhrm.v18i0.1404&type=result"></script>'); --> </script>
For further information contact us at helpdesk@openaire.euAccess Routesgold 8 citations 8 popularity Top 10% influence Average impulse Top 10% Powered by BIP!more_vert DOAJ arrow_drop_down South African Journal of Human Resource ManagementArticle . 2020 . Peer-reviewedLicense: CC BYData sources: Crossrefadd ClaimPlease grant OpenAIRE to access and update your ORCID works.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.All Research productsarrow_drop_down <script type="text/javascript"> <!-- document.write('<div id="oa_widget"></div>'); document.write('<script type="text/javascript" src="https://www.openaire.eu/index.php?option=com_openaire&view=widget&format=raw&projectId=10.4102/sajhrm.v18i0.1404&type=result"></script>'); --> </script>
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description Publicationkeyboard_double_arrow_right Article 2020Publisher:AOSIS Authors: Michiel J. van den Berg; Marius W. Stander; Leoni van der Vaart;Michiel J. van den Berg; Marius W. Stander; Leoni van der Vaart;Orientation: Digital transformation lies at the heart of what has been termed the Fourth Industrial Revolution, and many researchers consider this as one of the most significant drivers of change in the area of human resource management. For this reason, organisations and human resource practitioners (HRPs) are encouraged to re-evaluate their roles to ensure that they are able to impact the business performance. Research purpose: This study reflects upon the potentially unique competency requirements of the HRP in a digitally transformed organisation by exploring the perceptions of the line partner. Motivation for the study: Digitalisation is transforming the roles of HRPs. Consequently, HRPs may need a different set of competencies. Despite the transformation and the associated change in competency requirements, little knowledge exists regarding the HRP competencies needed (especially in digitally transformed organisations). Research approach/design and method: The researcher identified 43 senior line partners through a purposive sampling procedure to participate in semi-structured interviews. Nineteen participants completed the interview process. The researcher analysed the interview data using thematic analysis. Main findings: The main themes are the ability to design, extract, understand, analyse, interpret and apply information (data); continuous learning; stakeholder relationship management; and cultivating positive organisational practices. Practical/managerial implications: The exploration of competencies provides organisations with additional context in terms of the complexity of the environment for the HRP, and provides a model that can be utilised for talent management. Contribution/value-add: This study contributes to the limited knowledge regarding HR competencies in digitally transformed organisations, especially from the perspective of line partners.
DOAJ arrow_drop_down South African Journal of Human Resource ManagementArticle . 2020 . Peer-reviewedLicense: CC BYData sources: Crossrefadd ClaimPlease grant OpenAIRE to access and update your ORCID works.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.All Research productsarrow_drop_down <script type="text/javascript"> <!-- document.write('<div id="oa_widget"></div>'); document.write('<script type="text/javascript" src="https://www.openaire.eu/index.php?option=com_openaire&view=widget&format=raw&projectId=10.4102/sajhrm.v18i0.1404&type=result"></script>'); --> </script>
For further information contact us at helpdesk@openaire.euAccess Routesgold 8 citations 8 popularity Top 10% influence Average impulse Top 10% Powered by BIP!more_vert DOAJ arrow_drop_down South African Journal of Human Resource ManagementArticle . 2020 . Peer-reviewedLicense: CC BYData sources: Crossrefadd ClaimPlease grant OpenAIRE to access and update your ORCID works.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.This Research product is the result of merged Research products in OpenAIRE.
You have already added works in your ORCID record related to the merged Research product.All Research productsarrow_drop_down <script type="text/javascript"> <!-- document.write('<div id="oa_widget"></div>'); document.write('<script type="text/javascript" src="https://www.openaire.eu/index.php?option=com_openaire&view=widget&format=raw&projectId=10.4102/sajhrm.v18i0.1404&type=result"></script>'); --> </script>
For further information contact us at helpdesk@openaire.eu