Objetivos y Problema de Investigación

The situation described above is in its very nature threatening to the stability, sustainability, and prosperity of all South Africans. Despite the obvious need for change, it is still however salient to discuss why an individual should internalise the battle against unemployment, income inequality, the factors that cause it, and these issues that derive from it. It is of value to note why these issues should be of importance to the HR professional.

The first imperative for widespread social change is based on survival. There is arguably an interdependency of races in South Africa when it comes to creating a sustainable future in the country (Hermann, 2013). Professor Theron, from the Stellenbosch University Industrial Psychology department, emphasised the urgent need for change in South Africa at the Empowerment for Development conference held at Stellenbosch University in July of 2015. He emphasised the urgency of change for the sake of social security and growth. He also spoke at length on the moral imperative for social change and urged the audience to take the view of poverty and unemployment as experienced by those suffering from it every single day.

The second imperative to change is thus a moral one. There is a moral debt owed to those who have been excluded in the past and those who are currently suffering poverty and exploitation (Woolley, 2005).

As a third imperative, there are economic benefits, exceeding the costs, of investing in inclusive growth and employment generation, in the long term. When it comes to the business case for change, it can be said that investing in transformation of our society and in the emerging youth means investing in the workforce and consumers of the future, and ultimately in divergent markets

and the insights of a diverse workforce (Woolley, 2005). Apart from the all-round benefits available from a stable society and growing economy, there is certainly value in a vibrant and diverse workforce that will be more innovative and harmonious.

The mindful efforts required to ensure meaningful societal change will cost time and resources of government, business, and also individual citizens. Oxfam (2016, p.1) describes the imperative to seize the opportunity South Africa is presented with, namely, to become “a strong regional and global player”, with “one of the largest economies in Africa with high levels of infrastructure, a strong financial sector” and “one of the most progressive and inclusive constitutions in the world”. South Africa has the opportunity to harness the available, but currently wasted human potential available to build a prosperous future. The World Bank, as cited in a recent Business Day editorial, notes that South Africa needs to seize the "demographic window of opportunity," in which the working-age population peaks, with reference to the youth of the nation (Business Day Live, 2016, p.1). This window translates into a boom of economically active citizens. Ideally, countries whose working-age youth are becoming a larger proportion of the working adult population should be in a position to earn the benefits as more youngsters enter the workforce and start earning, saving, contributing to GDP, and paying taxes. Sub-Saharan Africa is one of the youngest regions in the world, as far as population demographics go. By 2050 the region could exceed the youth population of South Asia. East Asia has, through the right policies and institutions, been able to reap the rewards of the large cohort of young workers. Some suggest that up to a third of the Asian miracle growth is attributable to this demographic dividend yield (Garcia & Fares, 2008).

There is also a solid international movement towards a sustainable future for humanity. The 2015 Millennium Development Goals, developed by the United Nations, are to “eradicate extreme poverty and hunger; achieve universal primary education; promote gender equality and empower women; reduce child mortality; improve maternal health; combat HIV/Aids, Malaria, and other diseases; ensure environmental sustainability; and promoting global partnership for development” (United Nations, 2016, p. 1). These goals were to be achieved by the target date of 2015 and were developed to form a blueprint for development, agreed to by virtually all the world’s countries and all the world’s leading development institutions. They have roused unprecedented efforts to meet the needs of the world’s poorest. The UN is also working with governments, civil society, and other partners to build on the momentum generated by the MDGs and carry on with an ambitious post-2015 development agenda. The Sustainable Development Goals 2030 – adopted unanimously by 193 heads of state and other top leaders at a summit at the UN headquarters in New York, September 2015, have set 169 targets that build on the previous eight goals. These can be summarised into the following seventeen global goals: “No poverty; Zero hunger; Good health and well-being; Quality education; Gender equality; Clean water and sanitation; Affordable and clean energy; Decent work and economic growth; Industry, innovation and infrastructure; Reduced inequalities; Sustainable cities and communities; Responsible consumption and

production; Climate action; Life below water; Life on land; Peace, justice and strong institutions; and Partnership for the goals” (United Nations, 2016, p.1).

South Africa, as a UN member country should also spare no effort to join the international movement for development that will ensure a sustainable and dignified future for all humanity. Currently, the emphasis seems to be on short-term benefits. Government, companies, and individuals want to see large short-term gains and force compliance to short term targets. It is the argument developed in this thesis that it is in the national interest, and thus within the duty of individual organisations (and as such the HR professional), to seek opportunities to remedy the situation in South Africa, taking a long-term view in order to affect legitimate change.