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Original Research
The relationship between self-leadership, the future of human resource management, and work engagement
Submitted: 08 June 2021 | Published: 28 October 2021
About the author(s)
Cecilia M. Schultz, Department of People Management and Development, Faculty of Management Sciences, Tshwane University of Technology, Pretoria, South AfricaAbstract
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.
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