Closing the gap between current capabilities and future requirements in human resource management in New Zealand: Some empirical evidence

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Authors
Du Plessis, Andries
Beaver, Bob
Nel, Pieter
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Date
2006
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Journal Article
Ngā Upoko Tukutuku (Māori subject headings)
Keyword
human resources management (HRM)
future trends
New Zealand
ANZSRC Field of Research Code (2020)
Citation
Du Plessis, A., Beaver, R., and Nel, P. (2006). Closing the gap between current capabilities and future requirements in human resource management in New Zealand: Some empirical evidence. Journal of Global Business and Technology. 2 (1) : 33-47.
Abstract
This paper reports on the perceptions of Human Resource (HR) personnel to identify future trends for businesses in New Zealand, and the need for the HR profession’s own competencies and capabilities to change in order to support businesses’ future competitive endeavours. Managing organisational change and an increasingly diverse workforce in the global environment will absorb the best efforts of present and future HR practitioners. The literature review reveals that culture, change and diversity considerably influence organisations’ approaches to do business significantly. The research reports on the perceptions of New Zealand HR personnel to identify and prioritise five of their present capabilities, competencies and business practices for 2000, and trends for 2010, in order to achieve competitive advantage. From an analysis of the responses from members of the Human Resource Institute of New Zealand (HRINZ), suggestions are proposed which could be of value to businesses for the next decade. The findings indicate that HR practitioners place a high value on international experience, computer literacy and change management, but are less enthusiastic about leadership of the organisation, and attribute little store on the need to communicate in a foreign language. Serious implications are raised for HR management in the light of trends, such as increased international competition. Identified future competencies and capabilities for HR personnel are also discussed. It is concluded that, to remain competitive in New Zealand, organisations need to link HR competencies to business strategy, be sensitive to internal and external change and the needs of the diverse workforce.
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Journal of Global Business and Technology
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