A CONCEPTUAL FRAMEWORK OF THE STUDY
2.6 Challenges for human resource management (HRM)
32 According to Lapworth (2004:299), the increase in corporate governance of higher educational institutions and the decline of shared and participative governance has led to the decline in academic participation. This change has brought about the growing tendency towards managerialism and the beginning of a new higher education environment.
A major concern expressed by the government and confirmed by the Council on Higher Education (CHE) (2002) is that South Africa does not have adequate human resources to occupy senior and middle-level leadership positions to sufficiently manage the institutional structures of higher education (http://www.polity.org.za/govdocs/pr/2002/pr0530b.htm).
South African institutions face new human resource challenges due to the SADEC/NEPAD agreement in line with the African Union (AU). As a means to address these challenges, South Africa requires knowledgeable institutions with quality human resources in all fields of economic activities in tandem with technological transformation (Nel et al., 2004:27).
33 how to attract and sustain a committed and productive workforce during turbulent economic conditions. In order to meet the sustainability challenge, organizations are advised to engage human resource management practices that meet short term needs but strive to ensure the long term success of the organization. In this regard, the development and selection of human resource management practices that align with organizational goals and strategies is important.
The global challenge: Organizations must strive to become globally competitive. Ballard & Schwella (2000:737) define globalization as a continuous evolutionary process whereby functions and influences cross boundaries from one state to another. According to OECD (1997:2) the globalization impact is increasing rapidly because of the information revolution. Physical distance is no longer an insurmountable problem. Modern technologies within the IT industry have revolutionized all forms of communication and have closed the gaps in the global environment.
The technology challenge: Organizations are increasingly investing in up-to- date technologies that support human resource practices through the use of technology to create high performance work systems. e-HRM technology applications are used to communicate with employees and customers online via a “virtual” network.
According to Noe et al. (2006: ix) organizations must deal successfully with the aforementioned challenges to remain competitive, and the key to managing these challenges is a well motivated, skilled and committed workforce.
In order to meet the challenges of the new generation organizational challenges, it is crucial for organizations to have the right type of human resource managers to manage these challenges.
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2.6.1 The changing role of human resource managers
According to Svoboda & Schröder (2001:261) the role of human resource managers will have to change in the twenty first century. The following are some of the proposed role changes. Human resource managers must:
• partner with line managers in strategy formulation and implementation that result in the design of HR strategies that align with the organizational strategy;
• create efficiencies in the way work is organized and executed;
• reduce costs through administrative efficiency, while maintaining high standards;
• represent the interests of fellow employees when putting their concerns to management;
• get involved in efforts to improve employees’ contribution to the organization;
and
• be an agent for continuous transformation and change.
Ulrich (1997:24-25) confirms this view and posits that for human resource professionals to be successful, they have four different roles to play. These include being a strategic partner, an administrative expert, an employee champion and a change agent. The behaviours and actions demanded of the four HRM roles have the potential of creating world class organizations.
Brewster et al., (2008:5) states that to be an effective human resource manager does not mean moving from operational to strategic work. It demands the ability to become proficient in both operational and strategic processes as well as managing people. Human resource managers are expected to fulfill multiple roles in order to deliver value to the organization.
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2.6.2 Human resource management (HRM) in higher educational Institutions (HEI’s)
Cloete & Bunting (2000:85) claim that the most critical challenge for higher educational institutions in South Africa in the 21st century will be in the human resource management sector. These challenges relate to the attraction, recruitment and retention of high quality employees, and the need to change to the demographic profile of employees in terms of the provisions of the Employment Equity Act.
In order to meet the human resource needs in a highly competitive environment, Cloete & Bunting (2008:86) recommend the following initiatives for the 21st century higher education sectors:
• Improvement in the conditions of service of staff;
• Creation of new and innovative recruitment and retention strategies;
• A balance between driving the equity programmes and quality of new recruits;
• An integrated institution-wide human resource and staff development strategy; and
• The improvement of leadership and management capacity in the new complex South African higher education environment.
According to Ivancevich (2001:8) there is a need for a strategic perspective on human resource management when organizations become larger and complex.
As higher educational institutions are regarded as large and complex institutions, the need to integrate strategies with human resource management is adequately demonstrated.
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