Exploring the current application of professional competencies in human resource management in the South African context

Abstract

Human research (HR) practitioners have an important role to play in the sustainability of organisations and the subsequent economic growth of any country through its people (Sikora & Ferris, 2014). The Global Competitiveness Report (2014) consistently gives South Africa poor rankings in terms of people development and HR practices. According to this report, South Africa is ranked 113 out of 144 countries for labour relations practices, 143rd for hiring and firing practices, due to rigidity, and 144th, for labour relations, due to significant tensions (World Economic Forum [WEF], 2014). Similarly, the Global Talent Competitive Index of 2014 ranked South Africa last out of 93 countries for labour–employer co-operation and 74 out 93 countries for effective hiring practices (Lanvin & Evans, 2014). It therefore appears that the HR profession is slow in making a strategic contribution, and may not be maintaining effectiveness and relevance in the South African context (Boudreau & Lawler, 2014)