Tendency Beretu

ABSTRACT 
Universities have been producing graduates at a fairly fast rate, yet the cry for technical expertise and educated graduates. Thousands of university graduates are not employed, or they end up in industries and places that have nothing to do with their education and or qualifications. Too often the unemployed graduates they owe money loaned for studies which they are not able to repay because they are essentially unemployable, the may be because of a stagnated economic growth thereby a general high level of unemployment. The levels of entrepreneurial activities have remained low and there are no expectations of a sudden turn around for the economy. The researcher looks at one aspect of the graduate studies, specifically human resources management qualifications offered by the Cape Peninsula University of Technology in the Western Cape South Africa from the period 2014 to 2017. The research was largely descriptive and partially exploratory which resulted in the use of an assorted method approach (qualitative and quantitative). The research focuses mainly on the activities of those employed as Human Resource practitioners and the expectations at their work stations. Together with this the respondents gave extra detail on what is expected of them together with duties frequently performed. Based on this, the data was captured and analysed for similarities of expectations from more than 50 organisations. The findings indicate that there is a serious disjuncture between what is taught in the class and what the industry practices and expects. Recommendations of the ideal course structure are added to the findings to enable institutions of higher learning to adjust their curricula in line with industry needs.

The employer-employee relationship has always been governed by the understanding that the employee is simply a hired hand to complement the business owner in the process of achieving a firm's set objectives. The rest of the other activities and phenomena are taken for granted-'I employ you, you do your work I pay you', so the circle continues. The employer drives the employee to perform to enable the firm reach its objectives and give a good return on the investments. The rest of the other activities are merely a means to an end, understood to be merely a symbiotic relation, one hand washing the other. The concept of employee-engagement as a management tool does not seem to hold much strength and appreciation amongst managers whose sole purpose is to produce results. This paper brings into light empirical research indicating that industry captains do not focus on human capital as critical for effective productivity. The managers resort to hiring and firing as a means of boosting productivity, slave driving to increase labour performance. The industry captains are quick to point a finger to the labour as inhibiting free will hiring and firing as a solution to poor productivity. Consequently, the industry may be breeding a generation of non-devoted, convenience employees resulting in mediocre performance. The question asked always is; why does South Africa have low productivity? The paper points the problem to the failure of management to capitalize on the benefits of employee-engagement as an accessory to effective management by impression.

Purpose The purpose of this paper is to provide an insight into the need to provide an industry-relevant curricula to higher learning institutions, which addresses the needs of the industries so that unemployment is addressed. Design/methodology/approach The researcher sought to look for a cause and consequence relationship, which resulted in the usage of a mixed-methods approach whereby both qualitative and quantitative research methods were used. Correspondingly, the study was conducted in two phases, literature analysis and experimental study, including field work. Findings The paper provides experiential visions about how institutions of higher learning can provide industry-relevant education. It proposes that for graduates to be employable, there should be synergy between what industries want and what the institutions of higher learning are providing, hence the need to redesign the curricula. Research limitations/implications The research focused exclusively on Cape Peninsula University of Technology HR graduates from 2014 to 2017 instead of considering all graduates of HR in the workplaces in Cape Metropolis. Practical implications Tertiary institutions as the custodians of knowledge will have to go out to the customers (recipients of their products) and inquire for relevant operational requirements. Social implications HR graduates will be properly empowered through proper industry-relevant curriculum which enables them to be employable or to create employment instead of waiting to be employed. Originality/value This paper fulfills a recognized need to study how the curriculum offered by universities contributes to the employability of human resources management graduates.

Purpose The purpose of this paper is to provide an insight into the need to provide an industry-relevant curricula to higher learning institutions, which addresses the needs of the industries so that unemployment is addressed. Design/methodology/approach The researcher sought to look for a cause and consequence relationship, which resulted in the usage of a mixed-methods approach whereby both qualitative and quantitative research methods were used. Correspondingly, the study was conducted in two phases, literature analysis and experimental study, including field work. Findings The paper provides experiential visions about how institutions of higher learning can provide industry-relevant education. It proposes that for graduates to be employable, there should be synergy between what industries want and what the institutions of higher learning are providing, hence the need to redesign the curricula. Research limitations/implications The research focused exclusively on Cape Peninsula U...

Purpose – The purpose of this paper is to provide an insight into the need to provide an industry-relevant
curricula to higher learning institutions, which addresses the needs of the industries so that unemployment
is addressed.
Design/methodology/approach – The researcher sought to look for a cause and consequence relationship,
which resulted in the usage of a mixed-methods approach whereby both qualitative and quantitative research
methods were used. Correspondingly, the study was conducted in two phases, literature analysis and
experimental study, including field work.
Findings – The paper provides experiential visions about how institutions of higher learning can provide
industry-relevant education. It proposes that for graduates to be employable, there should be synergy
between what industries want and what the institutions of higher learning are providing, hence the need to
redesign the curricula.
Research limitations/implications – The research focused exclusively on Cape Peninsula University of
Technology HR graduates from 2014 to 2017 instead of considering all graduates of HR in the workplaces in
Cape Metropolis.
Practical implications – Tertiary institutions as the custodians of knowledge will have to go out to the
customers (recipients of their products) and inquire for relevant operational requirements.
Social implications – HR graduates will be properly empowered through proper industry-relevant
curriculum which enables them to be employable or to create employment instead of waiting to be employed.
Originality/value – This paper fulfills a recognized need to study how the curriculum offered by
universities contributes to the employability of human resources management graduates.

The employer-employee relationship has always been governed by the understanding that the employee is simply a hired hand to complement the business owner in the process of achieving a firm's set objectives. The rest of the other activities and phenomena are taken for granted-'I employ you, you do your work I pay you', so the circle continues. The employer drives the employee to perform to enable the firm reach its objectives and give a good return on the investments. The rest of the other activities are merely a means to an end, understood to be merely a symbiotic relation, one hand washing the other. The concept of employee-engagement as a management tool does not seem to hold much strength and appreciation amongst managers whose sole purpose is to produce results. This paper brings into light empirical research indicating that industry captains do not focus on human capital as critical for effective productivity. The managers resort to hiring and firing as a means of boosting productivity, slave driving to increase labour performance. The industry captains are quick to point a finger to the labour as inhibiting free will hiring and firing as a solution to poor productivity. Consequently, the industry may be breeding a generation of non-devoted, convenience employees resulting in mediocre performance. The question asked always is; why does South Africa have low productivity? The paper points the problem to the failure of management to capitalize on the benefits of employee-engagement as an accessory to effective management by impression.

South Africa has its own texture of cultural diversity unparalleled by any in the history of the world. The
diversity emanates from the period of the Dutch settlers (1640s) occupying land in the country through
their by conquest of the non-militant indigenous inhabitants. Soon the British arrived (1800s) and
occupied more land. Before long, the two settler groups were fighting for ownership and control of the
land. As soon as their conflict was resolved, the Dutch settlers now started a program of separate
development by removing the indigenous people from fertile land to Bantustans. The result therefore
was an uprising of the people culminating in the democracy gained in 1994, thereby bringing to an end
an error of inhuman treatment in which the whites were and are still the beneficiaries. South Africa
today has twelve language groups (official 11 because for no known reason the Khoisan have been
excluded), and all these people meet in the workplace. The arrival of other Europeans, Africans and
Asians as economic refugees has not made the situation better. The South African landscape is now
more diverse than ever and this is reflected at the workplaces creating a need for diversity
management. This paper focuses specifically on identifying the extent to which the managers are aware
and prepared to manage culturally diverse environment. Whilst there is continued assertion by
managers that they know enough about the other cultures, there is unprecedented neutrality to
pertinent questions and statements dealing with the subject. The finding is that the managers who are
largely white and coloured have not taken enough pain to understand and accommodate the majority
80% black who are the indigenous inhabitants.