Challenges Faced by South African Human Resource Practitioners in Multinational Corporations

2016 ◽  
pp. 1905-1926
Author(s):  
Nasima Mohamed Hoosen Carrim ◽  
Yvonne Senne
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
Cultural Values ◽  
South African ◽  
Multinational Corporations ◽  
Human Resource ◽  
Host Country ◽  
Cultural Practices ◽  
Theoretical Framework ◽  
Hr Practices

This chapter focuses on the challenges faced by human resource (HR) practitioners in multinational corporations (MNCs) in different sectors operating in South Africa. The chapter briefly outlines the global and South African challenges experienced by HR practitioners. The institutional, resource-based and Hofstede's cultural values theories is used as the theoretical framework. The authors conducted interviews with HR practitioners in four different western MNCs with the objective of identifying the challenges faced by them in these organizations. The results of the investigation revealed that MNCs enforce HR practices for employees at executive managerial posts in order to maintain their competitive advantage. MNCs simultaneously integrate their HR practices with the institutional and cultural practices of the host country for employees at lower levels. These diverse HR practices create challenges for HR practitioners in these MNCs. Some recommendations are made regarding solutions to the problems identified.

Challenges faced by South African Human Resource Practitioners in Multinational Corporations

2016 ◽  
pp. 133-153 ◽  
Author(s):  
Nasima Mohamed Hoosen Carrim ◽  
Yvonne Senne
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
Cultural Values ◽  
South African ◽  
Multinational Corporations ◽  
Human Resource ◽  
Host Country ◽  
Cultural Practices ◽  
Theoretical Framework ◽  
Hr Practices

This chapter focuses on the challenges faced by human resource (HR) practitioners in multinational corporations (MNCs) in different sectors operating in South Africa. The chapter briefly outlines the global and South African challenges experienced by HR practitioners. The institutional, resource-based and Hofstede's cultural values theories is used as the theoretical framework. The authors conducted interviews with HR practitioners in four different western MNCs with the objective of identifying the challenges faced by them in these organizations. The results of the investigation revealed that MNCs enforce HR practices for employees at executive managerial posts in order to maintain their competitive advantage. MNCs simultaneously integrate their HR practices with the institutional and cultural practices of the host country for employees at lower levels. These diverse HR practices create challenges for HR practitioners in these MNCs. Some recommendations are made regarding solutions to the problems identified.

scholarly journals Being on top of your game at the bottom of the pyramid

2014 ◽  
Vol 11 (3) ◽  
pp. 253-272 ◽  
Author(s):  
Pravina D. Oodith ◽  
Sanjana Brijball Parumasur
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
South African ◽  
Multinational Corporations ◽  
Low Cost ◽  
Bottom Of The Pyramid ◽  
Collaborative Effort ◽  
South African Context ◽  
The South ◽  
African Context

This paper analysed the viability of Prahalad’s Bottom of the Pyramid (BOP) proposition within the South Africa context as a mechanism to eradicate/minimize poverty by ensuring a joint collaborative effort by government, NGOs, large domestic firms, multinational corporations (MNCs) as well as the poverty stricken citizens themselves. It conceptualized the BOP proposition and, having reviewed statistics on the extent of poverty globally and in South African in particular, confirmed that the BOP is a lucrative market in the South African context. From the paper, it is evident that the BOP proposition, if effectively implemented, has the potential to reduce poverty in South Africa and increase the profits of MNCs. It then reviewed Prahalad’s twelve Principles of Innovation and strategically divided these into six differentiation and six low-cost strategies. The paper concludes by articulating creative strategies (based on Prahalad’s 12 principles of innovation) for active participation and competitive advantage at the bottom of the pyramid, which are vividly presented in a model for strategic partners especially multinational corporations (MNCs) to adopt when expanding their scale of operations to incorporate the BOP market.

scholarly journals Sustainable Competitive Advantage Needs Green Human Resource Practices: A Framework for Environmental Management

2018 ◽  
Vol 22 (3) ◽  
pp. 424-442 ◽  
Author(s):  
Lívia Almada ◽  
Renata Borges
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Human Resource ◽  
Pollution Prevention ◽  
Future Research ◽  
Organizational Sustainability ◽  
Sustainable Competitive Advantage ◽  
Integrative Framework ◽  
Hr Practices ◽  
Hr Management

Abstract The aim of this theoretical essay is to analyze the role of human resource (HR) management to achieve organizational sustainable competitive advantage (SCA), through the Natural Resource Based View (NRBV) perspective. We performed an exploratory-descriptive bibliographic research. We first provide key definitions to identify SCA, such as sustainability, sustainable development, and organizational sustainability. We then developed a theoretical framework integrating HR practices with NRBV strategies (pollution prevention, product stewardship, and sustainable development) in order to achieve SCA. As results, a set of propositions regarding HR management and sustainability are offered to be empirically analyzed in future research. The major contribution of this study is to offer an integrative framework of HR practices and NRBV strategies. This paper also adds value to managers by presenting ways to implement HR management for organizational sustainability achievement.

scholarly journals The competitive status of the South African Wheat Industry

2016 ◽  
Vol 9 (3) ◽  
pp. 651-666 ◽  
Author(s):  
Johannes Van der Merwe ◽  
Philippus Cloete ◽  
Herman Van Schalkwyk
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
South African ◽  
Wheat Flour ◽  
Value Chain ◽  
Institutional Environment ◽  
The South ◽  
Wheat Market ◽  
The Usa ◽  
Trade Partners

This article investigates the competitiveness of the South African wheat industry and compares it to its major trade partners. Since 1997, the wheat-to-bread value chain has been characterised by concentration of ownership and regulation. This led to concerns that the local wheat market is losing international competitiveness. The competitive status of the wheat industry, and its sub-sectors, is determined through the estimation of the relative trade advantage (RTA). The results revealed declining competitiveness of local wheat producers. Compared to the major global wheat producers, such as Argentina, Australia, Brazil, Canada, Germany and the USA, South Africa’s unprocessed wheat industry is uncompetitive. At the same time, South Africa has a competitive advantage in semi-processed wheat, especially wheat flour. The institutional environment enables the importation of raw wheat at lower prices and exports processed wheat flour competitively to the rest of Africa.

scholarly journals Logistics outsourcing by manufacturers in South Africa

2011 ◽  
Vol 5 (1) ◽  
Author(s):  
Beverley Waugh ◽  
Rose Luke
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
South African ◽  
Customer Service ◽  
Questionnaire Survey ◽  
Logistics Outsourcing ◽  
Potential Problems ◽  
Insufficient Time ◽  
New Strategies

As organisations find themselves in an increasingly dynamic and competitive world they are seeking new strategies to ensure their competitive advantage and profitability. Logistics presents an area in which these organisations can improve customer service and reduce costs, and strategies in support thereof such as the outsourcing of logistics activities, should be considered. However, it is critical that logistics outsourcing is done diligently to avoid potential problems for the organisation and to achieve the best possible benefits. In South Africa little research has been done regarding current outsourcing practices of local manufacturers. In this article literature on international logistics outsourcing as well as research on some of the logistics outsourcing practices of South African manufacturers is discussed. The findings of a questionnaire survey of South African manufacturers provided information on their logistics outsourcing practices and problems. Prominent issues seem to include inadequate managerial involvement in the logistics outsourcing process, as well as insufficient time spent on many of the important aspects of the outsourcing agreement, the transitioning of resources and ongoing management of the outsourced relationship. It is concluded that a thorough outsourcing process should be followed in order to achieve the benefits of logistics outsourcing.

scholarly journals Research trends in the South African Journal of Human Resource Management

2018 ◽  
Vol 16 ◽  
Author(s):  
Charlotte Pietersen
Keyword(s):  
South Africa ◽  
Resource Management ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
White Male ◽  
Research Trends ◽  
South African Journal ◽  
Knowledge Type ◽  
African Journal

Orientation: A comprehensive framework for research in human resource management (HRM) in terms of fundamental knowledge orientations was found lacking.Research purpose: The aim was to perform a typological review of research trends in the field of HRM, specifically of publications in the South African Journal of Human Resource Management (SAJHRM).Motivation for the study: No previous research in the field of HRM in South Africa adopted a fundamental theory of knowledge.Research design, approach and method: A qualitative design was followed, consisting of a documentary analysis of articles that were published in the SAJHRM for the period from 2003 to 2015. A detailed content analysis of published articles was performed in terms of a number of criteria, namely knowledge type, race, gender, authorship, author contribution and representation according to author institution and country of origin.Main findings: An analysis of a final selection of 289 articles indicated that research in the SAJHRM was mostly on the following lines: research was mostly of the hypothesis-testing (Type II) knowledge type; involved multiple authorship; and was conducted by mostly white, male researchers, based at a relatively few South African academic institutions.Practical and managerial implications: The SAJHRM should, in partnership with the HRM profession, promote and publish research that more prominently addresses the gap between academic HRM and HRM practice, especially in terms of the participatory or action research (Type IV) mode of knowledge generation.Contribution: The present analysis of research trends in the SAJHRM provides a broader and more nuanced perspective on forms of research required for the HRM field in South Africa.

scholarly journals Scarce Health Human Resource Wastage: No work for South African Audiologists? A descriptive Survey Study.

2020 ◽  
Author(s):  
Vera-Genevey Hlayisi
Keyword(s):  
South Africa ◽  
South African ◽  
Human Resource ◽  
Health Professionals ◽  
Online Survey ◽  
Survey Study ◽  
First Year ◽  
Snowball Sampling ◽  
Health Human Resource ◽  
Second Year

Abstract Background: In the last decade, there has been an increase in the number of unemployed health professionals in South Africa. Since the economic downfall following the international financial crisis in 2008, unemployment rates in South Africa have since been increasing and have to date reached 29.1%, the highest in the last 11 years. The current study sought to identify the challenges in obtaining and maintaining employment for audiologists in South Africa. Methods: A descriptive online survey design was used. Participants were recruited online through professional association webpages using the snowball sampling technique. All qualified audiologists registered with the Health Professionals Council of South Africa were eligible to participate. Results: A total of 219 audiologists responded to the survey however only 132 complete responses were collected. Only the results from the 132 completed questionnaires were included in the analysis. Majority of the participants (89%) were female, between the ages 25 to 34 (67%). In the first-year post-graduation, 16% of the participants were unemployed and this increased to 19% in the second-year post-graduation. In the majority (81%) of employed participants, it is worth noting that up to a fifth (19%) were working within non-audiology fields. Employment characteristics of those working in audiology fields (n=107) show that most participants were working within the public health sector (47%) and based in clinical settings (52%). The most common workplace challenges reported were remuneration (37%) followed by lack of resources (18%), workload (18%), work environment (10%), working hours (9%) and lastly, interprofessional relationships (8%). Conclusion: In South Africa, u p to 16% of audiologists are unemployed in their first-year post-graduation and this increases to 19% in the second-year post-graduation. This study’s findings are the first to document the unemployment rate of newly graduated hearing healthcare professionals in South Africa. These findings have potential to influence critical discourse on hearing healthcare human resource policies and planning, hearing healthcare labour market needs and capacity as well as hearing healthcare context and potential for growth in the South African context. Keywords: unemployment, human-resources, healthcare, audiology, economy

scholarly journals Book review: “Into the people effectiveness arena: Navigating between chaos and order”

2003 ◽  
Vol 29 (1) ◽  
Author(s):  
Herman J. Pietersen
Keyword(s):  
South Africa ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
New South ◽  
Strategic Human Resource Management ◽  
Knowledge Resources ◽  
The People ◽  
Management Issues

Veldsman, T.H. (2002) "Into the people effectiveness arena: Navigating between chaos and order", Randburg, South Africa: Knowledge Resources, 364 pages. In a noteworthy new South African management text, Theo Veldsman, consultant in the strategic human resource management (SHRM) field, brings together the fruit of many years of experience and thought on people management issues in an exciting new way.

scholarly journals MNC Decision Making under Sanctions

2017 ◽  
Vol 11 (1) ◽  
Author(s):  
Yuichiro Kakutani
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Life Expectancy ◽  
South African ◽  
Multinational Corporations ◽  
Economic Sanctions ◽  
Political Life ◽  
Rent Extraction ◽  
Political Outcomes ◽  
Better Than

By using an incentives/disincentives model to map the divergent behaviors of multinational corporations (MNCs) confronted by a sanctioned economy, I explain why some economic sanctions work better than others at achieving their desired political outcomes. When presented with the opportunity to “run the blockade,” MNCs are incentivized to sanction bust by the allure of higher profit through rent extraction. At the same time, MNCs are disincentivized to sanction bust by the penalties for breaking the sanction, but only if MNCs believe sanction busting operations is inconspicuous enough to avoid detection. If the incentives to sanction bust outweigh the disincentives not to, then MNCs will trade with sanctioned states, as was the case with Rhodesia. Since MNCs were crucial to both the Rhodesian and the South African economies—as it provided oil to the former and operated a significant minority of the firms in the latter—the decisions of MNCs to remain engaged in Rhodesia and to disengage from South Africa had a significant impact on the economic and political life of the two apartheid regimes. Hence, while many economic and political indicators identified by literature predicted that Rhodesia would have a shorter life expectancy under economic sanctions, Rhodesia defied all expectations and survived twice as long as South Africa.

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