Governance and HR: the development of a framework for South African organisations

Abstract

The purpose of this article was to explore current literature on corporate governance, HR governance and HR governance frameworks and to recommend an HR governance framework that can be implemented by South African organisations. This study builds on a literature review that informed the development of an HR governance framework consisting of five core elements that enable HR to manage areas of focus and accountability effectively. Many organisations’ HR governance (and specifically compliance) activities are reactive in origin, established to prevent, limit, or mitigate the risks and liabilities associated with non-compliance. It is therefore necessary that any organisation dedicate resources to proactive compliance measures, such as HR policies and procedures, and that HR move from the traditional roles of regulator and manager to become business partner and HR governor through the institutionalisation of an HR governance framework. The recommended HR governance framework articulates the areas of focus based on strategic, operational and functional accountabilities. The entire HR community could benefit from this article as the framework could inform South African organisations’ future HR governance practices, thereby contributing to more effective management of HR governance.