Develop an Employee Engagement Framework in Institutions of Higher Learning in KwaZulu-Natal: A Conceptual Analysis
DOI:
https://doi.org/10.51137/wrp.ijarbm.780Keywords:
Employee Engagement, Higher Education, Kwazulu-natal, Jd-r Model, Institutional Transformation, Human Resource Management, South Africa, Academic Staff, Organisational CultureAbstract
Employee engagement has emerged as one of the most studied constructs in human resource management (HRM), yet its application in the unique socio-institutional context of South African higher education remains insufficiently theorised. This article develops a contextualised employee engagement framework for institutions of higher learning (IHLs) in KwaZulu-Natal (KZN), drawing on international and domestic literature. a synthesis of established theoretical models including the Job Demands-Resources (JD-R) model, Kahn's psychological conditions of engagement and Saks's social exchange theory and an analysis of the structural, demographic and governance challenges unique to the KZN higher education landscape. The article argues that generic, imported engagement frameworks are inadequate for IHLs in KZN because they fail to account for post-apartheid institutional transformation imperatives, racialised organisational cultures, constrained fiscal environments and the high burden of student support demands placed upon academic and professional staff. A five-dimensional contextualised framework incorporating structural enablement, psychological safety, transformational leadership, institutional identity and reciprocal recognition is proposed. The article concludes with implications for human resource policy, institutional governance and future empirical research in the South African higher education context.
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