Abstract
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.
Highlights
This could be an indication that human resource development (HRD), labour relations management (LRM), and other areas of specialisation such as organisational development, vocational rehabilitation, human resources (HR) generalist (HRM, HRD and LRM included), safety and risk management, and HR information systems are occupied in smaller numbers in the South African context
This article aimed to bridge the gap in the literature by exploring whether self-leadership and work engagement influenced the future of human resource management (HRM)
This study provided evidence of the relationship between self-leadership, the future of HRM and work engagement
Summary
The concept of I4.0, identified as the fourth industrial revolution (4IR), was initially introduced in Germany in 2011 (Lu, 2017; Sanders, Elangeswaran, & Wulfsberg, 2016). It refers to the integration of physical objects, human actors, intelligent machines, production lines and processes across organisational boundaries to form a system in which all processes are integrated and information is shared in real time. Within the South African context, human resources (HR) practitioners need to embrace technology and automation, find new ways of work, and be agile regarding the I4.0 (Dhanpat, Buthelezi, Joe, Maphela, & Shongwe, 2020). Within the South African context, human resources (HR) practitioners need to embrace technology and automation, find new ways of work, and be agile regarding the I4.0 (Dhanpat, Buthelezi, Joe, Maphela, & Shongwe, 2020). Molloy and Ronnie (2021) stated that South Africa struggles to navigate the exponential change of the 4IR
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