scholarly journals A Role For HR In Corporate Ethics? South African Practitioners’ Perspectives

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
L. J. Van Vuuren ◽  
R. J. Eiselen
Keyword(s):  
South African ◽  
Human Resource ◽  
Mail Survey ◽  
Corporate Ethics ◽  
Ethics Management ◽  
Two Factors ◽  
Resource Function

Since few South African organisations have as yet appointed ethics officers, there is often a lack of clarity on who should take responsibility for coordinating organisations’ ethics management efforts. The purpose of this paper was to assess HR (the Human Resource function and its practitioners) as a possible contender to assume responsibility for ethics management in SA organisations. To this end a mail survey was conducted among registered HR practitioners (N=410). Two factors related to 1) the extent of HR’s ethics management competence and 2) HR’s responsibility for ethics management, were identified. The results showed that HR practitioners on average believe that they indeed have an ethics management competence and that they should be involved in ethics management. However, practitioners with a great deal of exposure to organisations that manage ethics believe to a lesser extent that they should be involved in ethics management. The implications of the findings are discussed.

scholarly journals The views of HR practitioners on ethical issues within organisations: A South African perspective

2014 ◽  
Vol 9 (4) ◽  
pp. 413-428
Author(s):  
R Wordsworth ◽  
BJ Erasmus
Keyword(s):  
South African ◽  
Human Resource ◽  
Ethical Issues ◽  
Ethical Behaviour ◽  
Human Resource Managers ◽  
Human Resource Professionals ◽  
Human Resource Department ◽  
Resource Managers ◽  
African Perspective

This article reports on the results of a survey conducted among human resource practitioners in South Africa regarding their involvement in and experience of business ethics and unethical behaviour in their organisations. The results of the study concur with the theoretical perception that human resource managers have an important role to play in the institutionalisation of good ethical behaviour in the organisation, with the majority of respondents reporting that the human resource department is a primary resource for ethical initiatives and that human resource professionals are involved in the formulation of ethics policies. The article provides some insights in terms of the role of the human resource managers in the management of ethics. In so doing, an attempt is made to address the question of whether human resource managers should be the drivers of ethics initiatives in the organisation.

scholarly journals Comparative Study of Competitive Intelligence Practices between Two Retail Banks in Brazil and South Africa

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
A. S. A. Du Toit
Keyword(s):  
South Africa ◽  
Developing Countries ◽  
South African ◽  
Global Economy ◽  
Mail Survey ◽  
Competitive Intelligence ◽  
Regulatory Requirements ◽  
Operational Risks ◽  
Retail Banks ◽  
E Mail

Using competitive intelligence (CI) can help developing countries to increase their competitiveness. This paper compares the CI activities between two retail banks in Brazil and South Africa. An e-mail survey in a sample of 2550 employees in a retail bank in Brazil and 847 employees in a retail bank in South Africa was carried out in which CI practices were measured. Respondents in both countries were not very effective to conduct effective CI analysis. Respondents from Brazil consider information on operational risks as the most important while for South African respondents the most important information was on changing regulatory requirements. Although there is a culture of competitiveness in both organizations, it is recommended that if they want to compete effectively in the global economy, they should create CI awareness by organizing CI training sessions for employees.

scholarly journals The interrelationship between human resource management and corporate strategy

1983 ◽  
Vol 14 (2) ◽  
pp. 53-59
Author(s):  
R. Abratt
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Corporate Strategy ◽  
Planning Process ◽  
Manpower Planning ◽  
Total System ◽  
Corporate Planning ◽  
Staff Function

The involvement of personnel executives in the strategic planning of the enterprise is a controversial issue. Personnel has been considered a staff function which deals with day-to-day administration issues and as such has often been regarded with some contempt by the top management team. Concomitantly many firms are viewing the personnel function in an entirely different light; it now participates in the decision making of the company. The objectives of this paper are two fold: firstly to find a link between corporate strategy and human resource management and secondly, to find out whether personnel managers of quoted South African companies participate in corporate strategy formation. The company comprises of a number of varying dimensions and systems. Every organizational dimension and system must be consistent, not only with the strategy, but also with every other organizational dimension and system. The personnel department is often excluded from the corporate planning process. This exclusion represents a high cost to the total system due to less than optimum usage of an organization's human resources. This paper discusses the need for planning by management with particular reference to manpower planning in relation to corporate planning.

Human resource information systems: a strategic contribution to HRM

2019 ◽  
Vol 35 (10) ◽  
pp. 4-6
Author(s):  
Ayesha Irum ◽  
Rama Shankar Yadav
Keyword(s):  
Information Systems ◽  
Performance Management ◽  
Human Resource ◽  
Organizational Context ◽  
Strategic Decision ◽  
Content Type ◽  
Employee Privacy ◽  
Resource Information ◽  
Human Resources Information Systems ◽  
Resource Function

Purpose The article presents an overview of the Human Resources Information Systems (HRIS) and its relevance in the current organizational context. It broadly captures the advantages of HRIS and the significant challenges involved in its implementation and succeeding stages. Design/methodology/approach A string of research articles in the domain is reviewed for the briefing. Findings HRIS is salient in supplementing various Human Resource (HR) functions ranging from HR planning to performance management. It can act as a catalyst in establishing the significance of HR in strategic decision making. It helps managers to effectively store large amounts of employee data and draw inferences from it to make pro-employee decisions. However, despite being relevant in HR functions, HRIS is often surrounded by concerns like employee privacy breach and misuse of information. Originality/value The article showcases the transformation of the Human Resource function to strengthen its strategic position in the organization and sustain HR professionals. Adoption of HRIS helps to convert HR to a data-driven function.

scholarly journals Land, group identities and competing justice values in South Africa: Reformed perspectives on embracive justice and permeable identity formation

2019 ◽  
Vol 53 (1) ◽  
Author(s):  
Nico Vorster
Keyword(s):  
South Africa ◽  
Social Justice ◽  
Identity Formation ◽  
South African ◽  
Social Contexts ◽  
Political Interests ◽  
Two Factors ◽  
Group Identities ◽  
State Of Affairs ◽  
The Relationship

This contribution argues that competing justice values are hindering progress in the land debate in South Africa. Two factors contribute to this state of affairs: Firstly, social justice is a multifaceted concept undergirded by a range of values. These values often stand in tension with each other, especially when it comes to intergenerational conflicts and transitional social contexts. Secondly, South African approaches to justice seem to be closely related to group identities, particular historical experiences and political interests. To address the impasse on land, we need to recalibrate our disposition to the hierarchy of justice values and the priority we assign to each value. Moreover, we need to address the relationship between justice dispositions and identities. The question posed is the following: Can reformed-theological resources add an extra ingredient to our understanding of social justice? What would be the implications of such a recalibration for our understanding of human identity? This article proposes the concept of embracing justice as orienting principle in resolving the land issue. Furthermore, it draws on reformed notions of self-denial and cross-bearing to advocate a permeable notion of identity that internalises and enacts the demands of embracive justice.

Diversity management as a strategic human resource agenda: critique and roadmap

2019 ◽  
Vol 18 (1) ◽  
pp. 26-29
Author(s):  
Roshni Das
Keyword(s):  
Human Resource ◽  
Critical Analysis ◽  
Design Methodology ◽  
Employee Performance ◽  
Diversity Management ◽  
Content Type ◽  
Multi Level ◽  
Structured Approach ◽  
Resource Function

Purpose The paper’s premise is based upon the finding that organisations have not been able to optimally harvest the diversity dividend in the absence of proper integration with strategy. The paper aims to address this gap in practice by proposing a framework. Design/methodology/approach A critical analysis of the diversity literature is conducted. Findings Multi-level, conceptual linkages with employee performance are derived and a five-point implementable agenda is outlined for the strategic human resource function. Originality/value This paper highlights for the practitioner, the value of having a structured approach to diversity management.

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