The role of Human Resources transformation in the strategy enactment in the electricity company of Eswatini

Trevor Ncamiso Mtetwa,Njabulo Khumalo

doi:10.47577/tssj.v29i1.5785

Abstract

Over the years the function of HR has transformed in an attempt to respond and align to changes and demands of the business environment. The purpose of this article was to explore the role of HR transformation in strategy enactment in the Electricity Company of Eswatini. To help HR personnel in Eswatini to gain and understanding in strategy enactment planning and strategic business operations since the changes in HR not only have implications for business operations, but also implicate the businesses that are positioned to respond to the changes. Questionnaires were personally distributed by the researcher to a sample of 28 management staff in the company. Descriptive statistics were used in analysing data. The strategy enactment requires HR to be active, prioritize value-adding actions and take lead in introducing the strategic HRM. This study highlights the linking between successful talent management and HR transformation. Managers and HR professionals as the role players and drivers of the process, it imperative that they possess more in-depth competencies and knowledge on the nitty-gritties of the implementation of TM. This study contributes to the body of knowledge concerning the dynamic nature of human capital necessities and the business environments frequent knowledge generation in order to assist businesses in positioning themselves in addressing talent management needs.

Highlights

HR transformation requires some clarification on how it formulated and grew from HR
Human Resource Management (HRM) has progressed tremendously in the past years when it comes to changes in the work environment
Category HR is fully involved in strategy formulation and implementation in company HR understands and speaks the language of business (Vision, Mission & Strategy) HR implications are not considered in major strategic decisions

Summary

Introduction

HR transformation requires some clarification on how it formulated and grew from HR. Human Resource Management (HRM) has progressed tremendously in the past years when it comes to changes in the work environment. Long (2009) reveals that personnel management lacks in practices in the work environment. This proves that managers were not involved in the planning from the strategically point of view but focuses limitedly to labour issues. After the decades around 70s the personnel management term was replaced with a new term HRM which viewed employees as assets which developing and motivating employees in achieving the institutional goals of the business. This was supported by literature that HRM

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