https://sajip.co.za/index.php/sajip/issue/feedSA Journal of Industrial Psychology2024-03-19T06:00:03+01:00AOSIS Publishingsubmissions@sajip.co.zaOpen Journal Systems<a id="readmorebanner" href="/index.php/sajip/pages/view/journal-information" target="_self">Read more</a> <img style="padding-top: 2px;" src="/public/web_banner.svg" alt="" />https://sajip.co.za/index.php/sajip/article/view/2131Technology readiness, technology acceptance, and work engagement: A mediational analysis2024-03-19T06:00:03+01:00Thembekile K. Khozakkhoza20@gmail.comTshegofatso Mabitselatshegom@uj.ac.zaPetrus Nelpetrusn@uj.ac.za<p><strong>Orientation:</strong> Organisations are increasingly integrating technology to enhance employee productivity and strategic goals. However, the acceptance of such technology is dependent on employees’ attitudes.</p><p><strong>Research purpose:</strong> This study seeks to understand: (1) the influence of employees’ levels of technology readiness and technology acceptance on their work engagement and (2) whether technology acceptance mediates the relationship between technology readiness and work engagement.</p><p><strong>Motivation for the study:</strong> Drawing from the Technology Readiness and Acceptance Model (TRAM), the Worker-Centric Design and Evaluation Framework for Operator 4.0 and the Job Demands-Resources (JD-R) theory, we posit that technology readiness and acceptance function as resources aiding employees in effectively navigating workplace technology, potentially fostering greater engagement.</p><p><strong>Research approach/design and method:</strong> Using a quantitative, cross-sectional approach, we examined 143 working adults’ technology readiness, technology acceptance and work engagement. Structural equation modelling (Partial Least Squares) guided the evaluation of hypotheses.</p><p><strong>Main findings:</strong> Results revealed a positive relationship between technology readiness and work engagement. Interestingly, technology acceptance showed a negative link with work engagement. Furthermore, technology acceptance partly mediated the direct link between technology readiness and work engagement. Notably, the significant and negative indirect effect suggests a potential suppressor variable role for technology acceptance.</p><p><strong>Practical/managerial implications:</strong> Practically, organisations should recognise the dual impact of technology on work engagement. When technology is perceived as a demand, interventions are crucial to counteract its adverse effects on engagement.</p><p><strong>Contribution/value-add:</strong> The study brings a multidisciplinary perspective to understanding how personal resources in the face of workplace technology can foster work engagement.</p>2024-03-19T06:00:00+01:00Copyright (c) 2024 Thembekile K. Khoza, Tshegofatso Mabitsela, Petrus Nelhttps://sajip.co.za/index.php/sajip/article/view/2132The coaching experience as identity work: Reflective metaphors2024-03-14T02:38:21+01:00Linda Steynsteynl3@unisa.ac.zaAntoni Barnardbarnaha@unisa.ac.za<p><strong>Orientation:</strong> Coaching facilitates identity work, and metaphors are often used in coaching to make sense of the self.</p><p><strong>Research purpose:</strong> To explore coaching clients’ coaching experience as expressed through metaphors, from an identity work perspective.</p><p><strong>Motivation for the study:</strong> The use of metaphor in coaching has not been realised, and coaching as a vehicle for identity work is underexplored.</p><p><strong>Research approach/design and method:</strong> A hermeneutic phenomenological methodology and qualitative design directed the study. Face-to-face, semi-structured interviews were conducted with seven clients who had participated in a coaching programme. Reflective metaphors from the interviews constituted the data set, which was analysed through hermeneutic phenomenological analysis.</p><p><strong>Main findings</strong>: Guided by identity theory, four themes were co-constructed from the data, which describe how coaching develops a self-processing competence reflected in these iterative cycles: (1) self-exploration and self-reflection; (2) self-awareness and self-insight; (3) self-acceptance and self-determination; and (4) self-actualisation and self-transcendence. These cycles of identity work align with transactional and transformational identity work to enable construction of an independent and interdependent self.</p><p><strong>Practical/managerial implications:</strong> The findings highlight the value of metaphors as a self-reflective sensemaking tool. Coaching is aligned with integrated transactional and transformational identity work, which can be used to assess the transformational value of coaching as a process.</p><p><strong>Contribution/value-add:</strong> The study describes the personal transformational value of coaching through metaphors, and it establishes identity work as a key process outcome of successful coaching. The findings offer a novel conceptualisation of transactional and transformational identity work as a process perspective to effective coaching.</p>2024-03-13T08:00:00+01:00Copyright (c) 2024 Linda Steyn, Antoni Barnardhttps://sajip.co.za/index.php/sajip/article/view/2118A confirmatory factor analytic study of a counterproductive work behaviour measure in Zimbabwe2024-03-05T02:36:30+01:00Nelson Gwamandangwamanda@uwc.ac.zaBright Mahembebmahembe@uwc.ac.za<p><strong>Orientation:</strong> Counterproductive work behaviour (CWB) has detrimental effects on organisations if not managed. Therefore, its accurate measurement will enhance proper decision-making to mitigate its effects.</p><p><strong>Research purpose:</strong> The primary goal of the present study was to test the psychometric properties of the Workplace Deviance Scale (WDS) on a Zimbabwean sample.</p><p><strong>Motivation for the study:</strong> The WDS developed in Europe is a widely used questionnaire. Therefore, there is a need to assess the reliability and construct validity of the WDS on a Zimbabwean sample.</p><p><strong>Research approach/design and method:</strong> A quantitative research design was used. A total of 304 conveniently selected participants completed the WDS used to measure CWB. Item, dimensional, and confirmatory factor analyses (CFA) were conducted on the data.</p><p><strong>Main findings:</strong> High reliability coefficients were recorded on the two subscales of the WDS. The discriminant validity of the two subscales was achieved. Reasonable model fit with the data was found for the first and second order as well as the bi-factor and single-factor measurement models through CFA.</p><p><strong>Practical/managerial implications:</strong> The questionnaire can help to develop prevention strategies aimed at reducing the frequency and severity of counterproductive behaviours in Zimbabwean organisations.</p><p><strong>Contribution/value-add:</strong> The study promotes the use of accurate, reliable, and valid instruments in Zimbabwe by confirming the psychometric properties of the WDS.</p><p> </p>2024-02-28T06:00:00+01:00Copyright (c) 2024 Nelson Gwamanda, Bright Mahembehttps://sajip.co.za/index.php/sajip/article/view/2143Does meaningful work affect affective commitment to change? Work engagement contribution2024-03-01T13:26:03+01:00Faisaluddin FaisaluddinFay.psy1329@gmail.comEfi Fitrianaefi.fitriana@unpad.ac.idYus Nugrahayus.nugraha@unpad.ac.idZahrotur R. Hinduanz.r.hinduan@unpad.ac.id<p><strong>Orientation:</strong> Affective commitment to change plays an important role in facilitating change to adapt to changing needs, one of which is in the education sector. Therefore, it is necessary to examine what factors are thought to increase affective commitment to change.</p><p><strong>Research purpose:</strong> The study aims to examine the direct and indirect effect (with work engagement as a mediator) between meaningful work and affective commitment to change, especially in the education sector.</p><p><strong>Motivation for the study:</strong> The education sector contributes greatly to the development of a country to deal with rapid changes and increasing affective commitment to change has an important role in dealing with continuous change.</p><p><strong>Research approach/design and method:</strong> This study involved the use of structural equation modelling to analyse data collected from 501 faculty members from 16 higher education institutions in Indonesia.</p><p><strong>Main findings:</strong> The main findings of the study indicate that the structural equation model revealed that work engagement functions as a partial mediator in the relationship between meaningful work and affective commitment to change.</p><p><strong>Practical/managerial implications:</strong> Organisations need to create an atmosphere that creates meaningful work experiences and increase work engagement to foster affective commitment to change to drive successful organisational transformation.</p><p><strong>Contribution/value-add:</strong> This study has presented the advantageous impact of meaningful work and work engagement on affective commitment to change.</p>2024-02-05T06:00:00+01:00Copyright (c) 2024 Faisaluddin Faisaluddin, Efi Fitriana, Yus Nugraha, Zahrotur Rusyda Hinduanhttps://sajip.co.za/index.php/sajip/article/view/2116BBBEE fairness perceptions and job performance: The role of leadership styles and psychological availability2024-02-01T13:16:27+01:00Tshegofatso Mabitselatshegom@uj.ac.zaMadelyn Geldenhuysmadelyn.geldenhuys@outlook.comKarolina Łabaklaba@uj.ac.za<p><strong>Orientation:</strong> Studies suggest that employees fairness perceptions of the workplace are positively linked to job performance. Employees associate perceptions of fairness in the workplace with transformational and transactional leaders. It is important to recognise that employees’ personal resources can be compromised when they perceive a lack of fairness in the workplace.</p><p><strong>Research purpose:</strong> This study investigated the role of leadership styles and psychological availability on the relationship between fairness perceptions of Broad-Based Black Economic Empowerment (BBBEE) and job performance of employees, within the South African work setting.</p><p><strong>Motivation for the study:</strong> Little is known about the association between the fairness perceptions of BBBEE and job performance. Also, less is known about the mediating variables that can influence this relationship.</p><p><strong>Research approach/design and method:</strong> A quantitative cross-sectional design was employed. Convenience sampling yielded 300 participants from whom data were collected.</p><p><strong>Main findings:</strong> The results showed that the perceived fairness of BBBEE had an indirect relationship with job performance by means of transactional leadership styles and psychological availability.</p><p><strong>Practical/managerial implications:</strong> Achieving optimal job performance from this group of employees hinges on transactional leaders satisfying the needs of employees in return for employees meeting agreed-upon obligations. Furthermore leaders need to monitor the extent to which employees are psychologically available at work.</p><p><strong>Contribution/value-add:</strong> The Job Demands-Resources (JD-R) model was extended to demonstrate the impact that fairness perceptions of BBBEE have on organisational behaviour. The study also revealed that the fairness perceptions of BBBEE affect job performance through transactional leadership styles and psychological availability.</p>2024-01-26T06:00:00+01:00Copyright (c) 2024 Tshegofatso Mabitsela, Madelyn Geldenhuys, Karolina Łabahttps://sajip.co.za/index.php/sajip/article/view/2117Well-being of first-year students: The role of study characteristics, strengths and deficits2024-02-01T13:16:27+01:00Karina Mostertkarina.mostert@nwu.ac.zaCharlize Du Toitswacharlize@gmail.com<p><strong>Orientation:</strong> Higher education institutions (HEIs) are crucial in preparing students for the workforce. Practitioners, such as industrial psychologists, can aid HEIs to enhance student development and improve university efficiency.</p><p><strong>Research purpose:</strong> This study aims to investigate the relationship between student demands and resources, proactive behaviour towards strengths use (PBSU) and proactive behaviour towards deficit improvement (PBDI), and students’ well-being (emotional, social and psychological).</p><p><strong>Motivation for the study:</strong> Two specific types of proactive behaviour, namely PBSU and PBDI, have been identified that may contribute to student success. Investigating the impact of these behaviours on student antecedents and outcomes could offer valuable insights for designing student development initiatives.</p><p><strong>Research approach/design and method:</strong> This study included 773 South African first-year university students studying at different campuses of a South African university. Structural equation modelling was used to test the structural model and investigate the regression weights.</p><p><strong>Main findings:</strong> Students’ personal problems were found to predict both PBSU and PBDI negatively. Autonomy positively predicted both types of proactive behaviour. Proactive behaviour towards strengths use was strongly related to emotional and psychological well-being, while PBDI was strongly related to social well-being.</p><p><strong>Practical/managerial implications:</strong> This study highlights the direct impact of PBSU and PBDI on students’ well-being. Practitioners in university settings can benefit from the recommendations provided in this article to inform and implement initiatives related to student development and assist students in developing the necessary skills to enhance their work readiness.</p><p><strong>Contribution/value-add:</strong>This study’s findings contribute to the relatively small body of research on implementing strengths-based and deficit improvement initiatives in South African universities.</p>2024-01-23T09:00:00+01:00Copyright (c) 2024 Karina Mostert, Charlize Du Toithttps://sajip.co.za/index.php/sajip/article/view/2070Derivation of individualised item interrelatedness indices of careless responding2024-01-10T13:16:25+01:00Gert K. Huysamengerthuysamen@mweb.co.za<p><strong>Orientation:</strong> Presently, carelessly responding (CR) individuals are omitted in terms of several individual indices, including consistency-type indices (that compare performance on only a limited number of matched item pairs), and subsequently, the effectiveness of such screening is evaluated in terms of, among others, the group mean item interrelatedness (IIR) (based on all <em>J</em>[<em>J</em> – 1] item pairs).</p><p><strong>Research purpose:</strong> This research aims to develop individualised versions of the group IIR measures to render them applicable during the screening phase as substitutes for the presently used consistency-type indices.</p><p><strong>Motivation for the study:</strong> Such individual consistency indices may be used together with other CR indices to jointly determine the eventual evaluation results.</p><p><strong>Research approach/design and method:</strong> To develop the intended CR indices mathematical-statistical principles were applied on the product moment correlation and coefficient alpha formulae.</p><p><strong>Main findings:</strong> Three individual IIR indices have been developed which show individual respondents’ respective contributions to the mean item inter-correlation and to coefficient alpha, as measures of group mean IIR.</p><p><strong>Practical/managerial implications:</strong> These indices may be used during screening in lieu of the existing restrictive consistency indices.</p><p><strong>Contribution/value-add:</strong> Carelessly responding respondents who previously may have survived screening because of less-inclusive consistency-type IIR indices and consequently may have negatively affected the eventual evaluation results, are now screened out.</p>2023-12-26T08:00:00+01:00Copyright (c) 2023 Gert K. Huysamenhttps://sajip.co.za/index.php/sajip/article/view/2108The influence of ethical leadership and climate on employee work engagement2024-01-10T13:16:24+01:00Nelson Gwamandangwamanda@uwc.ac.zaBright Mahembebmahembe@uwc.ac.za<p><strong>Orientation:</strong> Ethical leadership is crucial in fostering work engagement among employees in organisations.</p><p><strong>Research purpose:</strong> This study aimed to empirically validate a theoretical model explicating the structural relationships between ethical leadership, ethical climate and work engagement.</p><p><strong>Motivation for the study:</strong> The central role of work engagement in sustaining competitive advantage calls for an analysis of the role of ethical leadership and climate in enhancing an engaged workforce.</p><p><strong>Research approach/design and method:</strong> A non-probability convenience sample consisting of 304 participants was drawn from 10 selected private security companies.</p><p><strong>Main findings:</strong> High levels of reliability were found, and the unidimensionality of the subscales was confirmed through exploratory factor analyses. A good fit with the data was found for the measurement models through confirmatory factor analysis. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found between ethical leadership, climate and work engagement.</p><p><strong>Practical/managerial implications:</strong> The findings emphasise the role of ethical leadership and climate in work engagement. Ethical leadership fosters work engagement if employees perceive their leaders as ethical and if there is provision of favourable, transparent policies and procedures.</p><p><strong>Contribution/value-add:</strong> Ethical leadership alone may not be a sufficient condition for employee work engagement; other variables such as a positive ethical climate also play a role. The study suggests specific variables that may also combine with leadership to positively influence work engagement.</p>2023-12-21T06:00:00+01:00Copyright (c) 2023 Bright Mahembe, Nelson Gwamandahttps://sajip.co.za/index.php/sajip/article/view/2090Performance management process changes on the work identity of employees during COVID-192024-01-17T07:20:51+01:00Kelly Claytonkelley.clayton@transunion.comRoslyn T. de Braineroslynd@uj.ac.za<p><strong>Orientation:</strong> Performance management is a vital process across multiple businesses and is proven to be an integral element in navigating employees through the coronavirus disease 2019 (COVID-19) pandemic while determining possible influences on the work identity of employees during this period.</p><p><strong>Research purpose:</strong> The purpose of this study was to understand the influence of performance management process changes on the work identity of employees during the COVID-19 pandemic.</p><p><strong>Motivation for the study:</strong> There is little research available that discusses performance management and work identity. As such, this research works towards closing this gap by understanding the influence of performance management process changes on the identity of employees.</p><p><strong>Research approach/design and method:</strong> A qualitative approach was followed through an interpretivist research paradigm. A purposive sampling technique was used to select 15 participants. The participants took part in semi-structured interviews. Grounded theory was followed, and the constant comparative method was used.</p><p><strong>Main findings:</strong> The performance management process changes had no influence on the work identity and work role of participants. Instead, the pandemic itself and the way in which the organisation supported its employees while they navigated the pandemic had an influence on the work identity and work roles of employees.</p><p><strong>Practical/managerial implications:</strong> Organisations can adopt the research findings to enhance employee work identity and performance throughout future changes that affect the organisation.</p><p><strong>Contribution/value-add:</strong> This article offers insights into the lack of literature available that discusses performance management and work identity collectively.</p><p> </p>2023-12-20T06:20:00+01:00Copyright (c) 2023 Kelly Clayton, Roslyn T. de Brainehttps://sajip.co.za/index.php/sajip/article/view/2130Future-proofing talent management: Organisational implications and practical considerations2023-12-20T02:13:19+01:00Marna van der Merwemarna209@gmail.comPetrus Nelpetrusn@uj.ac.zaCrystal Hoolecrystalh@uj.ac.za<p><strong>Orientation:</strong> The study investigated the organisational level factors that impact the sustainable operationalisation of talent management.</p><p><strong>Research purpose:</strong> The study explored the impact and interplay of internal realities and talent choices in determining a fit-for-purpose talent management approach.</p><p><strong>Motivation for the study:</strong> The changes that organisations face have given rise to the need to re-evaluate talent management practices, which remain largely devoid of the potential impact of contextual factors and realities.</p><p><strong>Research approach/design and method:</strong> The qualitative study was conducted in two phases. During the first phase, data were collected from 13 talent management professionals using purposeful sampling and semi-structured interviews. During phase two, the Delphi method was used to validate the findings with an expert panel (<em>n</em> = 8).</p><p><strong>Main findings:</strong> The four broad themes identified through the research relate to: (1) the interplay between organisational factors and internal realities, (2) congruence between the organisational context and talent philosophy in talent management execution, (3) clarity on defining talent and (4) challenges in translating talent philosophies into practices.</p><p><strong>Practical/managerial implications:</strong> Organisational factors and internal realities impact the talent choices that the organisation must make and is reflected in who is defined as talent and how talent is believed to add value. These factors must be considered in talent management execution, by using this as input into the talent management strategy and the basis for prioritising talent management practices.</p><p><strong>Contribution/value-add:</strong> The study makes a contribution to talent management theory and practice by focusing on organisational factors that impact the successful execution of talent management.</p>2023-12-18T06:00:00+01:00Copyright (c) 2023 Marna van der Merwe, Petrus Nel, Crystal Hoole