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The National School Nutrition Programme (NSNP) is one of the food security programmes of the South African government that strives to provide proper nutrition meals to all public primary and secondary school learners nationwide. To implement the programme, NSNP hires food handlers to prepare and deliver meals to students on a daily basis. However, in terms of public sector human resource management, it is unclear how these food handlers are recruited and hired into the programme. This paper aimed at assessing the recruitment practices of food handlers into the NSNP. The paper employed qualitative research methodology using semi-structured interviews and documentary review as two data collection methods. Moreover, the Gauteng Department of Education (GDE) Johannesburg North District was chosen as a case study for the research strategy. The study reviewed pertinent literature, conducted semi-structured interviews to collect data. The data was analysed using thematic content analysis in order to qualitatively examine the data gathered. The paper's findings demonstrated that the GDE has a plan in place to oversee the NSNP's food handler recruitment practices, and that plan is spelt out in detail in their advising memorandum on the subject. Nevertheless, the study found that the approach does not align with the principles and practices of Public Human Resource Management (PHRM). According to the findings, the NSNP lacks a defined recruitment policy that would govern its hiring practices. It was found that there are challenges in the recruitment process. Finally, this paper offered recommendations for improved recruitment practices for food handlers.

The Fourth Industrial Revolution (4IR) has ushered in profound transformations across global industries, with the hospitality sector increasingly challenged to adapt its human resource practices to a digitally driven operating landscape. This conceptual review explores the intersection of digitalisation, human capital development, and technological innovation in the context of recruitment and selection within the hospitality industry—focusing particularly on developing economies such as South Africa. The paper traces the evolution from traditional recruitment methods to technology-enabled practices, highlighting the strategic role of artificial intelligence, blockchain, and data analytics in enhancing recruitment efficiency, selection accuracy, and workforce alignment with 4IR demands. Despite these advances, the hospitality industry continues to face structural and contextual limitations that inhibit the adoption of digital HRM systems. This article calls for a paradigm shift from conventional, analogue-based talent acquisition approaches to agile, competency-based, and digitally integrated models. The review further emphasises the critical need for policy support, infrastructural development, and empirical research that bridges the digital divide in human capital strategy. Ultimately, the paper argues that digitalisation, when strategically aligned with organisational objectives and human-centred values, can serve as a transformative lever for building resilient, future-ready workforces in hospitality and beyond.

The ongoing digitization of professional interactions has significantly altered how employers evaluate candidates throughout the hiring process, with digital footprints emerging as a crucial factor in recruitment decisions. This integrative literature review investigates the influence of digital footprints on two essential recruitment outcomes: interview invitation rates and perceived cultural fit. Digital footprints, which encompass social media activity, professional profiles, and online interactions, provide employers with valuable insights into a candidate's qualifications, personality traits, and cultural alignment. Research indicates that candidates with well-managed digital profiles, particularly on platforms such as LinkedIn, tend to receive a higher number of interview invitations, whereas adverse online content can negatively impact job prospects. Furthermore, employers are increasingly leveraging digital footprints to gauge cultural fit by analysing online behavior, shared content, and social media interactions to assess alignment with organizational values. However, the reliance on digital footprints raises ethical concerns, including privacy issues, unconscious bias, and discrimination, as employers may unconsciously favour candidates who share similar personal or political views. The review underscores the necessity for standardized ethical guidelines in digital screening practices to ensure fair and unbiased hiring decisions. Additionally, job seekers are encouraged to proactively manage their online presence, curating content that accurately represents their professional identity. Employers should strive to balance efficiency with fairness by implementing transparent digital screening policies to mitigate bias risks. This study contributes to both academic discourse and practical approaches for digital hiring, emphasizing the importance of ethical frameworks and systematic evaluations in the digital recruitment process. Future research should investigate cross-cultural variations in digital screening practices and the implications of artificial intelligence in automating digital footprint assessments. Ensuring fairness and transparency in digital hiring practices will be essential for fostering equitable employment opportunities in the digital era.

This systematic literature review is aimed at determining the predominance of existing studies conducted in HRIS as it relates to HRM, HRH, workforce management and the use of Information Systems (IS) and technology within the health sector. The main findings of the study demonstrate that HRIS benefits are the most researched at 11.8% with a) impact: implementation and IS in healthcare:10.5%; b) effectiveness: motivation, competence, workforce IS and adoption: 9.2%; c) workforce retention and migration: 7.9% d) HRIS and EHRM for decisions 5.3%, e) HRIS in HRM and digital records 2.6%; f) IT in the healthcare setting standing at 1.3%.

No organisation is ever static. For several reasons, each organisation reviews its aims and objectives from time to time. These reasons may be internally or externally driven. They could also be politically, economically and or socially motivated. Research has established that most of the attempts at bringing about change are based on the needs of employees and customers. Essentially, for the purposes of better management of employees and customers, human resource information systems (HRIS) are touted as the panacea for effective and efficient health sector service delivery. Focusing on South Africa, this paper used the descriptive literature review method to determine HRIS adoption issues within the health sector of South Africa. As an important sector in any growing economy, the health sector in our view benefits from a constant review of its mission. Within the context of South Africa, substantial emphasis is yet to be placed on health sector effectiveness. Elsewhere, in other regions and continents, research on HRIS adoption within the health sector suggests that its adoption is problematic but useful. The South African health sector is yet to fully embrace this technology and as a result is suffering from employee dissatisfaction, brain drain, and general maladministration. Investment in HRIS research is therefore instructive especially within the context of South Africa. What we have found through this review is that investing in HRIS is crucial; however, it requires thorough consideration for its funding, infrastructural support, and skilled manpower among others.