Doctoral Degrees (Human Resource Management)
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Browsing Doctoral Degrees (Human Resource Management) by Author "Parumasur, Sanjana Brijball."
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Item The importance of talent management in the changing retail business banking work environment.(2022) Xulu, Londeka Ignatia.; Parumasur, Sanjana Brijball.The talent management (TM) concept is deemed as the cornerstone in human resource management studies as it covers different features of human recourses by polishing employees’ skills and expertise with different methods. The digital age is reshaping the way in which organisations recruit, select and develop skills. The world of working has changed, the working environment has been described as consisting of volatility, uncertainty, complexity and ambiguity (VUCA) which has impacted how large organisations deal with their talent programmes. The banking group predicted in February 2020 a full recession for South Africa due to Eskom’s load shedding and the corona virus outbreak (The Price Waterhouse Report, 2020). Markets are volatile and the rand is taking a pounding. Evidently, limited research has focused on TM in the changing world of work within the retail business banking (RBB) division in South Africa. Previous studies investigated ways of retaining SA talent without a clear focus on the conceptualization of talent and TM and its importance in the banking sector. This gave birth to the need for an empirical study which explores the relevant TM practices and its importance in the changing world of work within the RBB in SA. Hence, the purpose of this study was to examine the importance of talent management in the changing world of work within the RBB division. The relationship between TM practices and retention of new generation employees in value analytics teams within the RBB division was examined. The study analysed the effect of technology, new generation (millennials) and critical skills on talent management practices in RBB. The study also explored the challenges faced by HR with regards to 21st century talent management and change readiness within RBB. The study aimed to add value to existing literature by examining the relationship between talent management and the retention of new generation employees in value analytics teams within RBB while it also explored the importance and significance of talent management in the scarce/critical skills environment. This study will contribute to the banking industry, looking at current talent crisis that markets are experiencing as they are trying to protect and preserve the core business during the COVID-19 pandemic or any other crisis that organisations might face which will affect the economy. This study further provided great insight for understanding the talent management concept and its importance in the banking sector. Banks can utilise these results to shape their talent management practices. The researcher used a mixed methods design, particularly a concurrent embedded strategy. The case study research strategy was utilised, and it was underpinned by the exploratory and descriptive approaches. The researcher selected a case study based on its suitability for exploring, explaining, understanding and describing a research phenomenon. The study focused on the case of the RBB (Analytics division). The target population was value analytics employees within a major banking institution (RBB). The data collection methods that were used for this study were both self-administered questionnaires and face-to-face interviews. Due to the corona virus outbreak, the researcher made use of Microsoft teams to conduct online interviews using Zoom, while ensuring the adherence to all covid-19 regulations by using online self-administered questionnaires. The key findings of the study revealed that employees strongly believe in the importance of TM and its contribution to the retention of scarce skilled employees in the volatile business environment. The participants accorded that Robotics and automation has changed banking and that information technology enables better banking solutions. Employees believe that the younger generation are more innovative and contribute excellently to the success of the organisation. On the flip side of the coin, employees dissent that upskilling and developing employees is currently the main priority for the bank. They contend that not all people managers have been upskilled for future readiness and that banks are currently lacking robust succession planning and development programmes for all staff. Furthermore, the study identified the COVID-19 pandemic impact on talent management and how HR managers view human resource management’s future and priorities.Item Migration of medical doctors from the public to the private sector: a case study of mahatma Gandhi memorial hospital and life healthcare hospital group, Durban.(2017) Ayeni, Joyce Adefunke Ayandokun.; Parumasur, Sanjana Brijball.There is a rising inclination for medical doctors to migrate to the private sector from the public sector, thereby leaving a high percentage of the population without quality care. The influx of medical practitioners into the private sector is of utmost concern to both the government and the general public. The South African public healthcare sector is faced with the challenge of retaining health workers in the appropriate area of need. This study aims to identify the factors that are responsible for the migration of medical doctors from the public to the private sector and make recommendations that can foster retention. A total of 115 medical doctors participated in this study. The study used both qualitative and quantitative approaches to ensure a detailed analysis and reach an encircling supposition. They were supported by three research tools: semistructured in-depth interviews, document review, and a survey. Data collected through semistructured in-depth interviews were analysed using the thematic analysis method while content analysis was used to evaluate data collected through documentary method. Data collected via the use of questionnaires was analysed using both descriptive and inferential statistics. The findings from this study revealed that employee relations policy is the key reason why medical doctors seek employment in the private sector. The inability of some doctors to gain employment with the public sector due to the moratorium on employment was also identified as a reason they seek solace in the private sector. The study also established a close link between monetary rewards and non-monetary rewards in influencing retention. The study also reflected that the dissatisfaction of doctors in the public health sectors goes beyond the confinement of wages. In order to foster the retention of doctors in the public sector, various strategies are recommended such as heightened awareness of the significance of effective communication, more employee involvement in decision-making procedures, quick resolution of labour disputes, embracing total reward approach, talent management planning, succession planning, clear alignment of personal values with organisational values and lifting of the moratorium on employment.Item Taking the ‘human’ out of human resources in the fourth industrial revolution?=Ukukhishwa ‘kwezisebenzi’ Kwandaba Zabantu (Human Resources -HR) Ngenkathi Yenguqukonqala Yesine Yezobuchwepheshe?(2022) Kumar, Nikhal Aswanth.; Parumasur, Sanjana Brijball.Abstract Human resource functions have been revolutionised in recent times because of the emergence of new advanced technologies, including artificial intelligence. However, evidence suggests that artificial intelligence and advanced self-learning machines threaten the global workforce entirely and eliminate human interference. From these perspectives, the current study aimed to examine the impact that AI and technological advancement have on human resource functions. An exploratory research design was adopted to understand the subject matter better. Moreover, mixedmethods research was employed to collect and analyse quantitative and qualitative data. The total population of the study was 46, which included the chief executive officer, senior management, and human resources. Given the small size of the population, the entire population (the consensus) was used as the sample. Multiple data collection instruments (questionnaire, interviews, and focus group interviews) were used to collect the data to enable the triangulation of results. Concerning the quantitative research, 40 questionnaires were sent to the respondents. However, only 29 completed and returned the questionnaires. Moreover, there were 6 participants in the interviews and focus group discussion. The quantitative data was analysed using Statistical Packages for the Social Sciences (version 27.0). The validity and reliability of the questionnaire were determined by computing factor analysis and Cronbach’s alpha coefficient respectively. On the other hand, the qualitative data was analysed manually using thematic analysis. The quantitative results indicated that the various constructs measured in the study were significant. The results of the Pearson’s moment correlation suggested no significant relationship between some of the variables, except human function will be transformed by artificial intelligence and the impact of artificial intelligence on skills set/competencies, and impact of artificial intelligence on skills set/competencies and the impact of artificial intelligence on business. In addition, the results of the analysis of variance suggested no significant difference in employees’ perceptions, varying by age, tenure, and race, respectively, regarding the current status of the use of artificial intelligence, advantages and disadvantages of the use of artificial intelligence, attitudes of human resource practitioners towards artificial intelligence, human resource function will be transformed by artificial intelligence, the impact of artificial intelligence on skills set/competencies. However, a significant difference existed in the employees’ perceptions, varying by race regarding the impact of artificial intelligence on business. Additionally, the sample t-test indicated a significant difference in the perceptions of male and female employees regarding all the variables measured in the study. On the other hand, the qualitative findings suggested that the adoption of AI in the HR department had impacted most of the human resource functions, including human case management, recruitment, learning, and chatbots. Furthermore, the qualitative findings revealed that the most significant advantage of using artificial intelligence was removing the mundane work and adding value. The study is unique as it sheds more light on how artificial intelligence has transformed most human resource functions. Therefore, the study recommends that organisations continue to invest in artificial intelligence. Iqoqa: Imisebenzi yakwandabazabantu isiguquliwe ezikhathini ezinganeno ngenxa yokuvela kobuchwepheshe obusha obuthuthukile, kuhlanganiswa nokuhlakanipha okungemvelo (artificial intelligence-AI). Nokho-ke, ubufakazi buveza ukuthi ukuhlakanipha okungemvelo nemishini yokuzifundela ethuthukile kubeka engcupheni umkhakha wezisebenzi womhlaba jikelele kuphinde kususe ukungenelela kwabantu. Ngokwale mibono, lolu cwaningo luhlose ukuhlola umthelela we-AI nowentuthuko kwezobuchwepheshe emisebenzini yakwandaba zabantu. Kwasetshenziswa idizayini yocwaningo ehlwayayo ukwenzela ukuqonda kangcono lesi sihloko. Naphezu-ke, kwaphinda kwasetshenziswa ucwaningo oluxubile ukuqoqa nokuhlaziya imininingo yocwaningoluhlonze nocwaningozibalo. Umphakathi walolu cwaningo wawungama-46, okwakufaka umphathi olawulayo omkhulu, izimenenja ezinkulu, nabakwandaba zabantu. Uma sibheka ubukhulu bomphakathi, wonke umphakathi (ukuvumelana) wasetshenziswa njengesampula. Kwasetshenziswa amathuluzi okuqoqa imininingo ahlukene (izinhlamibuzo, izimposambuzo, nezimposambuzo zeqoqo elicwaningwayo) ukwenzela ukuqoqa imininingo yokuveza imiphumela kanxantathu wesithombesenzeko. Mayelana nocwaningozibalo, kwathunyelwa izinhlamibuzo ezingama-40 kubabambiqhaza. Nokho-ke, okwagcwaliswa kwabuyiswa ezingama-29 kuphela. Naphezu-ke, kwakunababambiqhaza abayisi-6 ezimposambuzweni nasezingxoxweni zeqoqo elicwaningwayo. Iminininingo yocwaningoluhlonze yahlaziywa kusetshenziswa iStatistical Packages yamaSocial Sciences (uhlobo i-27.0). Kwatholwa ubuqiniso nokwethembeka kohlambuzo ngokuhlaziya imithelelela ngezobuchwepheshe nohlaziyo iCronbach’s alpha coefficient, ngokulandelana. Imiphumela yocwaningoluhlonze yaveza ukuthi imicabango eyayikalwe ocwaningweni yayimqoka. Imiphumela yePearson’s moment correlation yayikhombisa ukungabi khona kobudlelwano phakathi kwamanye amavariyebuli, ngaphandle kokuthi ukusebenza kwabantu yayizokuguqula ngokuhlakanipha okungemvelo nawumthelela wokuhlakanipha okungemvelo emaqoqweni amakhono/ukukwazi ukwenza, nokuthi-ke umthelela wokuhlakanipha okungemvelo emaqoqweni amakhono/ekukwazini ukwenza nomthelela wokuhlakanipha okungemvelo ebhizinisini. Ukwengeza-ke, imiphumela wocwaningo lokwahluka yakhombisa ukungabi bikho komahluko ogqamile emibonweni yezisebenzi, ngokwahlukana ngeminyaka yobudala, umsebenzi, ubuhlanga, ngokulandelana mayelana nomumo wamanje wokusetshenziswa kokuhlakanipha okungemvelo, ubuhle nobubi bokuhlakanipha okungemvelo, izindlelakubuka ukuhlakanipha okungemvelo kwabasebenzisi bezakwandaba zabantu, ukusebenza kwakwandaba zabantu kungaguqulwa ngukuhlanganipha okungemvelo, umthelela wokuhlakanipha okungemvelo emaqoqweni amakhono/ ekukwazini ukwenza. Nokho-ke, kwaba khona umehluko omkhulu emibonweni yezisebenzi, ngokwehlukana kobuhlanga, mayelana nomthelela wokuhlakanipha okungemvelo ebhizinisini. Naphezu-ke, isivivinyo sesampula i-T sakhombisa umehluko omkhulu emibonweni yezisebenzi zesilisa nezesifazane mayelana namavariyebuli akalwa ocwaningweni. Kolunye uhlangothi, okwatholwa ngucwaningoluhlonze kwakhombisa ukuthi ukwamukelwa kwe-AI emnyangweni we-HR kwaba nomthelela ekusebenzeni okuningi kwakwandabazabantu, kuhlanganisa ukuphathwa kwezokuphathelene nabantu, ezokuqashwa, ukufunda nezokuxhumana. Naphezu-ke, okwazuzwa ngucwaningoluhlonze kwaveza ubuhle obumqoka ngokusetshenziswa kokuhlakanipha okungemvelo kwakungukususwa komsebenzi oyindavundavu nokwengezwa kwezinganani. Lolu cwaningo lwehlukile ngokuthi lucacisa ukuthi ukuhlakanipha okungemvelo sekuguqulwe kangakanani ekusebenzeni kondabazabantu. Ngakho-ke ucwaningo luncoma ukuthi izinhlangano ziqhubeke nokutshala izimali ekuhlakanipheni okungemvelo.Item Understanding the influence of organisational culture on service quality in private hospitals in Ghana.(2023) Ashley, Nicholas.; Parumasur, Sanjana Brijball.The idea that organisational culture influences service quality, which in turn has effect on both clients and employees, has gained extensive recognition in both academia and organisational practices. This study investigates the influence of organisational culture on service quality in private hospitals in Ghana. The present study also utilised employee engagement as mediating variable. Organisational culture, service quality and employee engagement all remain a major issue in Ghana, both in private and government institutions. Hence, creating a culture that is favourable to providing quality services and encouraging employee engagement is significant for ideal organisational results. The study adopted a mixed method approach using both qualitative and quantitative data. This study was carried out on a sample of 367 participants using a simple random sampling approach and 15 participants selected using a purposive sampling method from selected private hospitals located in Accra-Ghana. The researcher collected data electronically using both questionnaires and semi-structured interviews. The psychometric properties (validity and reliability) were statistically evaluated using Factor Analysis and Cronbach’s Coefficient Alpha respectively. The quantitative data was evaluated using both descriptive and inferential statistics and the qualitative data was examined using thematic analyses. There were high perceptions of organisational culture (involvement, consistency, adaptability, mission), service quality (reliability, assurance, tangibles, empathy, responsiveness) as well as employment engagement (vigour, absorption, dedication). This study specifies that there is no significant relationship between organisational culture and service quality. Additionally, this study indicates that there is no significant between relationship between employee engagement and service quality. This study examined the inter-connections of the variables and their effect on the biographic profiles. Additionally, the study states that there is a significant relationship between organisational culture and employee engagement. Furthermore, organisational culture and employee engagement significantly account for 26.1% of the variance service quality.