2026-03-09
Editorial Office
This Table of Contents reflects the print compilation of peer-reviewed articles published in the journal. Each article listed was originally published online under the journal’s open access model and remains individually accessible and citable. This compilation has been created solely for print distribution, reference, and archival purposes. No new research content is introduced. The publisher affirms that all articles included in this compilation have undergone the journal’s standard editorial and peer-review processes.
2026-03-06
Mineshree Naidoo-Chetty, Shandre K. Meyer
Orientation: The COVID-19 pandemic accelerated global adoption of technology-based training (TBT), compelling organisations to embrace digital learning solutions. While this transition offered flexibility, effectiveness depends on employee perceptions, with many preferring face-to-face training (F2FT). This study investigates whether South African organisations can transition to TBT while maintaining performance. Research purpose: This research evaluates the perceived effectiveness of TBT compared to traditional F2FT approaches in South African organisational contexts. By identifying optimal training methods across employee segments, it provides evidence-based guidance for organisations transitioning from conventional to technology-based delivery. Motivation for the study: Following COVID-19’s enforced digital transition, organisations have invested heavily in learning technologies without a robust evidence base. Evidence on performance outcomes and employee acceptance is vital for HR decision-makers navigating South Africa’s distinctive socio-economic context, characterised by unequal digital access and a diverse workforce. Research approach/design and method: This qualitative study employed thematic analysis to examine training preferences in the financial industry. Using purposive sampling, 12 financial sales advisers from the Western Cape participated in semi-structured interviews exploring experiences across different training modalities. Main findings: Analysis revealed perceived benefits across both delivery methods; however, F2FT emerged as the predominantly preferred approach, valued for its interactivity, real-time feedback and structured learning environment. Practical/managerial implications: These findings enable organisations to make informed decisions about training approaches, allowing HR professionals to design more effective development programmes that enhance employee performance and productivity. Contribution/value-add: This research offers actionable insights for training professionals and organisational leaders, informing evidence-based decisions about optimal training delivery within South African corporate contexts.
2026-02-28
Zulkarnain Zulkarnain, Ferry Novliadi, Ari Widiyanta, Cut A.N. Riadhah, Sofya Nartova-Bochaver
Orientation: Contract-based healthcare workers often face disproportionate challenges, such as job insecurity, limited career advancement opportunities and unequal pay, despite performing similar duties to permanent staff. Research purpose: This study investigates the moderating role of personal resources in the relationship between job demands and employee well-being among contract healthcare workers. Motivation for the study: Given the rising reliance on contract healthcare staff, it is crucial to understand how their well-being can be protected and sustained under high-demand working conditions. Research approach/design and method: Data were collected from 221 contract healthcare workers in a public hospital using structured questionnaires. Moderated regression analysis was employed to test both direct and interaction effects of job demands and personal resources on well-being. Main findings: Job demands negatively predicted well-being, while personal resources had a significant positive effect. Furthermore, personal resources buffered the adverse effects of high job demands, confirming their moderating role. Practical/managerial implications: Human resource strategies should not only manage job demands but also strengthen personal resources through resilience training, psychological coaching and self-efficacy development. Such initiatives can enhance psychological safety and support workforce sustainability. Contribution/value-add: This study extends the Job Demands–Resources and Conservation of Resources frameworks by providing empirical evidence of the moderating role of personal resources. It offers actionable insights for improving well-being among contract healthcare workers operating under demanding conditions.
2026-02-20
Lydia M. Nthei, Ken Kamoche, Hellen N. Otieno
Orientation: Employee engagement is widely recognised as a driver of positive workplace relations, yet its potential to buffer the adverse effects of exclusive talent management practices remains underexplored, particularly in African contexts. Research purpose: This study examines whether employee engagement moderates the relationship between exclusive talent management and interpersonal conflict among employees in Kenya’s banking sector. Motivation for the study: While prior research links exclusivity to organisational tensions, limited evidence exists on the mechanisms through which engagement shapes such dynamics in developing economies. This study integrates Social Exchange Theory and Conflict Theory to explain how engagement may influence conflict under perceived inequity. Research approach/design and method: A cross-sectional survey design was used, involving 399 bank employees, 66 of whom worked in institutions implementing exclusive talent management practices. Data were analysed using partial least squares structural equation modelling. Main findings: Exclusive talent management significantly increased interpersonal conflict, reflecting its divisive effects. Although employee engagement was negatively associated with conflict, its moderating effect on the exclusivity-conflict relationship was not significant, indicating that engagement alone cannot offset the structural inequities inherent in exclusive systems. Practical/managerial implications: Banks should complement elite development with inclusive engagement strategies that promote fairness and relational harmony. Contribution/value-add: The study extends global and African talent management scholarship by showing that engagement functions more as an independent predictor of harmony than as a moderating force in exclusive environments.
2026-02-17
Muhamad Ekhsan, Yuan Badrianto, Suwandi Suwandi, Hendrik Hermawan, Atikah Septiani
Orientation: Digital transformation has become a decisive factor in enhancing competitiveness within manufacturing industries; however, many firms in emerging economies continue to face constraints related to workforce capability and organisational readiness. Research purpose: This study examines the influence of digital talent strategy (DTS) and technology-driven leadership (TDL) on digital technology adoption (DTA), with digital competency development (DCD) and digital change readiness (DCR) acting as mediating mechanisms. Motivation for the study: Although prior research highlights the importance of talent and leadership in digital transformation, existing studies often treat these dimensions separately and predominantly focus on advanced economies. The Indonesian manufacturing sector therefore offers a relevant context to explore how people-oriented strategies support digital adoption under systemic disruption. Research approach/design and method: A quantitative survey was conducted involving 250 respondents from medium- and large-scale manufacturing firms across five industrial estates in West Java, Indonesia. Data were analysed using partial least squares structural equation modelling. Main findings: The findings indicate that DTS has a significant direct and indirect effect on DTA through DCD and DCR. While TDL does not exert a direct influence on DTA, it demonstrates a strong indirect effect via DCR, highlighting the central role of organisational readiness in facilitating digital adoption. Practical/managerial implications: Manufacturing firms are encouraged to institutionalise structured digital talent planning, continuous training, and recruitment aligned with digital requirements. Leadership efforts should prioritise strengthening readiness and fostering supportive organisational climates for transformation. Contribution/value-add: This study advances the resource-based view and dynamic capabilities perspectives by integrating talent, leadership, competence, and readiness into a unified framework for digital transformation, offering both theoretical insight and practical guidance for organisations in emerging economies.