Emerging Job Categories and Competencies Informing Talent Strategies for Industry 4.0 Automotive Organisations
- Authors: Macpherson, Wayne Elvison
- Date: 2021-12
- Subjects: Automobile industry and trade , Automobiles -- Technological innovations -- South Africa
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/54002 , vital:46174
- Description: The emergence of Industry 4.0 is impacting the world of work and brings along new job categories that require new competency sets. The global shortage of skills is aggravated by the emergence of Industry 4.0 which is set to perpetuate the war for talent with talent being a main driver of business success. The South African automotive industry, being the largest contributor to the country’s GDP and the second largest employer in the country, needed to effectively manage talent to stay relevant and survive in a highly competitive labour market. Given the above, this research investigated emerging job categories and competencies required by automotive organisations for informing Talent Strategies in the context of Industry 4.0. To attain the purpose of the study, a literature study was conducted that explored the evolution of industry and the nature of Industry 4.0 with its associate technologies. A main part of the literature study was dedicated to identifying emerging job categories and competencies associated with Industry 4.0, with specific emphasis on identifying a hybrid competency set. The literature study was supplemented by data mining, semi-structured interviews and an online survey which, in turn, ensured a triangulation approach. Firstly, data mining was employed by consulting scientific and web-based sources to uncover trends in job advertisements relating to emerging job categories and competencies required in Industry 4.0 automotive organisations. Secondly, 30 semi-structured interviews were conducted with experts in the fields of HRM, production and engineering in automotive organisations, to gather their thoughts and views on the extent to which their organisations experienced Industry 4.0, and the influence of Industry 4.0 on both job losses and job creation, competencies employees required and Talent Strategies adopted to ensure the supply of relevant talent. The results from the interviews were qualitatively analysed with the extraction of themes. Lastly, a self-administered online survey was administered to HRM professionals, line-managers, and production professionals in automotive organisations through snowball sampling with 162 usable questionnaires returned. Factor analysis and Cronbach alpha coefficient were utilised to successfully validate the scales used in the study, with technical skills revealing two distinct factors, and Talent Strategies revealing three distinct factors. The results provided evidence of technical, conceptual, human and personal skills required by automotive organisations in the context of Industry 4.0. A high level of differing responses was noted for Talent Strategies, and specially for retention strategies. Based on the results obtained in the study, recommendations were made for informing talent in the South African automotive sector. , Thesis (PhD) -- Faculty of Business and Economic Sciences, 2021
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- Date Issued: 2021-12
The relationship between employee value proposition, organisational commitment and intention-to-serve among provincial traffic officers
- Authors: Macpherson, Wayne Elvison
- Date: 2017
- Subjects: Organizational commitment -- South Africa -- Eastern Cape Organizational behavior -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/18036 , vital:28567
- Description: Traffic officers are employed to protect and serve the community, but various sources including annual reports and newspaper articles cast doubt on whether these goals are attained in the Eastern Cape. These sources further allege that the failure to serve can be attributed to dissatisfaction and poor employee commitment. Therefore, the main objective of this study was to explore the relationship between the Employee Value Proposition, organisational commitment and intention-to-serve among provincial traffic officers. A literature study was conducted on the three above-mentioned variables to achieve this objective. The empirical study consisted of a survey with a self-administered questionnaire. Five components of the Employee Value Proposition, as established by the Corporate Leadership Council (CLC) (2006), were measured. These included career opportunities, organisation itself, relationships, remuneration/reward and work itself. The Three Component Model (TCM) developed by Meyer and Allen (1991) was used to measure affective, continuance and normative commitment. The Intention-to-Serve Scale was adapted from the Employee Work Passion Appraisal (EWPA) Model (Zigarmi, Nimon, Houson, Witt and Diehl, 2011) and was used to measure intent-to-perform and intent-to-use discretion. The questionnaire was completed by 357 provincial traffic officers across the six districts of the Eastern Cape, which represented a 95 percent response rate. The results from the empirical study indicated that the majority of respondents had less positive perceptions of the Employee Value Proposition offered to them. Affective commitment, regarded as the desired type of organisational commitment, was scored the lowest. However, positive scores were obtained for intention-to-serve. A statistical and practical significant relationship was found between the Employee Value Proposition and organisational commitment, and between the Employee Value Proposition and intention-to-serve as well as between organizational commitment and intention-to-serve. The results suggest that a more appealing Employee Value Proposition could result in improved organisational commitment as well as improved intention-to-serve. It is therefore recommended that the Eastern Cape Department of Transport reconsider the Employee Value Proposition offered to traffic officers and use it as a tool to improve commitment and service delivery.
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- Date Issued: 2017