Abstract
Orientation: Certain human resource (HR) competencies are essential to assist with the dynamics of change in the higher education landscape.Research purposes: The aim of this study was to determine the HR competencies at a merged higher education institution. Other objectives were to establish the satisfaction of academics, administrative staff and management regarding the HR competencies and the importance thereof.Motivation for the study: Human resource professionals require assistance by providing HR competencies necessary to add value at a merged higher education institution.Research designs, approaches and methods: A quantitative research design was employed as the research strategy. The questionnaire was based on the literature, the business plan and the HR balanced scorecard report. The target population was 1363 permanent staff on one campus and the response rate was 28%. A principal factor analysis, spider charts and box plots were utilised for data analysis. The results indicated business knowledge, HR practices, personal skills and management skills as the vital HR competencies.Practical implications: Staff were not satisfied with the current HR competencies and consequently this necessitated attention to improve the deficient areas.Contribution: This study shows that limited research was done with regard to HR competencies in the South African higher education backdrop.
Highlights
The South African higher education system experienced a complex restructuring process of merging higher education institutions
Change brings about many challenges for the Human resource (HR) professional and certain HR competencies are needed to add value during these challenging times
The questionnaire was derived from the literature review, the business plan and the HR balanced scorecard conducted at the institution
Summary
The South African higher education system experienced a complex restructuring process of merging higher education institutions. Human resource (HR) departments have a role to play in dealing with these challenges. They could assist with creating an atmosphere of open communication that is free of fear, where loyalty is part of the organisation’s success (Rampersad, 2003). The HR function could fulfil a more central role in merged institutions and should make a contribution to the success of higher education institutions. This needs to be done by creating a HR capability that ensures that institutions remain responsive to their environments and maintain their competitive edge. This needs to be done by creating a HR capability that ensures that institutions remain responsive to their environments and maintain their competitive edge. Brewster, Carey, Grobler, Holland and Warnich (2008) urge that HR competencies need to be identified and developed to increase the competitive advantage
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