The impact of individual cultural orientation on human resource decision-making at the Central University of Technology, Free State (CUT)

Abstract

The globalised world of work of the 21st century presents various challenges to organisations, notably increased competition within the markets, constant changes in technology, new organisational alliances, changing structures, evolving work methods, and workforce diversity. This also applies to universities as they have a task of ensuring that they prepare students who can make real contributions towards the country’s workforce. As a result, universities must consider a complex array of stakeholders, such as the community, government, industry, and students. Universities managers are under increased pressure to not only satisfy the various stakeholders, but also prepare students for a highly interconnected and complex workplace. This will not be possible if universities are not well managed, which includes taking appropriate human resource decisions. Human resource decisions include matters pertaining to recruitment, selection and the promotion of staff, learning and development of employees within the organisation, and the entire talent management process. The focus of this study was on all line managers at the Central University of Technology (CUT), Free State, who are tasked with making human resource decisions. The Schwartz Value Survey (SVS) and general decisionmaking styles by Scott and Bruce (1995) were applied as theoretical frameworks to comprehend the impact of individual cultural orientation on human resource decisionmaking. A quantitative research approach was followed to collect data for this study and a structured questionnaire was administered via QuestionPro to collect data from respondents. The survey was distributed to 119 line managers of all departments at CUT on both Bloemfontein and Welkom campuses. Of the 119 line managers who participated in the study 41% successfully completed the survey. The data collected were analysed using descriptive and inferential statistics, as well as partial least squares structural equation modelling (PLS-SEM), to examine the relationship among individual values and decision-making styles. Individual values included benevolence, universalism, selfdirection, stimulation, hedonism, achievement, power, security, conformity and tradition Decision-making styles included rational, intuitive, dependent, avoidant, and spontaneous styles. The findings of the empirical study revealed several statistically significant relationships. Hedonism and security were found to have positive relationships respectively with the avoidant decision-making style. The same was found for conformity and the dependent decision-making style, and for universalism and the dependent and intuitive decisionmaking styles, respectively. Regarding the rational decision-making style, the findings indicated a positive statistically significant relationship with hedonism, security, and tradition, respectively. Similarly, the spontaneous decision-making style was shown to have a positive statistically significant relationship with achievement, power, and self-direction, respectively. The findings confirmed that, even though line managers at CUT aim to achieve the same organisational goals, the decisions they make individually are driven by their individual beliefs and the values they ascribe to. Therefore, the study proposes that the institution should consider having flexible policies and procedures to accommodate employees’ individual values and priorities, especially those in decision-making roles. Furthermore, the study recommends that line managers at CUT need to go through a professional development process where they are made aware of different decision-making styles and how these can be linked to their individual values and preferences. Finally, the recruitment and selection of strategic leaders should take into consideration the candidate’s individual values to ensure the organisation employs candidates who are to be considered the perfect fit for the job and organisation.