The relationship between self-leadership, the future of human resource management, and work engagement
Orientation: With Industry 4.0 at our doorstep, we would benefit from a better understanding of how the future of human resource management (HRM) relates to self-leadership and work engagement. Research purpose: The purpose of this study was to determine the relationship between self-leadership, th...
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| Formato: | article |
| Lenguaje: | EN |
| Publicado: |
AOSIS
2021
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/e95eab26fbe94ee49b79ac28fb8c0f84 |
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| Sumario: | Orientation: With Industry 4.0 at our doorstep, we would benefit from a better understanding of how the future of human resource management (HRM) relates to self-leadership and work engagement.
Research purpose: The purpose of this study was to determine the relationship between self-leadership, the future of HRM and work engagement.
Motivation for the study: The future of HRM in South Africa, as well as its relationship with organisational behaviour dimensions such as self-leadership and work engagement, is under-researched. A better understanding of work engagement as the missing link between self-leadership and the future of HRM needed to prepare for the future world of work.
Research approach/design and method: A survey was conducted amongst members of the South African Board of People Practices, and a quantitative research approach was therefore used. The relationships were investigated through correlation analysis and regression analysis.
Main findings: All the variables positively relate to one another and self-leadership predicts work engagement and the future of HRM. Furthermore, work engagement mediates the relationship between self-leadership and the future of HRM.
Practical and managerial implications: Human resource practitioners have a responsibility to ensure that they are able to lead themselves, be engaged in their work and prepare for the future of HRM.
Contribution/value add: The critical connection between work engagement and self-leadership could help direct organisations toward improving, maintaining and refining human resource managers’ and human resource practitioners’ ability to lead themselves and be more engaged. |
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