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- Table of Content Vol 49 (2023)
Authors: Editorial Office First page: 2 PubDate: 2024-06-28 DOI: 10.4102/sajip.v49i0.2178 Issue No: Vol. 50 (2024)
- Erratum: Unlocking technology acceptance among South African employees: A
psychological perspective Authors: Mariella Noriega Del Valle, Karolina Łaba, Claude-Hélène Mayer First page: 2 Abstract: No abstract available. PubDate: 2024-06-28 DOI: 10.4102/sajip.v50i0.2220 Issue No: Vol. 50 (2024)
- Communication climate and organisational trust to readiness for change in
higher education Authors: Neka Erlyani, Yunisa Saphira, Veronica L. Hartono, Adelia Justina, Rika V. Zwagery, Fendy Suhariadi, Rahkman Ardi First page: 10 Abstract: Orientation: Institutions Higher education institutions (HEIs) Indonesia face challenges from the Society 5.0 era, requiring governance changes to enhance autonomy and improve services. The initial step in implementing this change is to prepare the front-line staff, especially those who are not involved in academic roles. It is crucial to effectively communicate the change message and build trust within the organisation. These actions will greatly contribute to making them more open and receptive towards the forthcoming changes.Research purpose: This study examines how organisational trust and communication climate affect non-academic staff readiness for change in higher education governance.Motivation for the study: This study was motivated by a recent government policy in Indonesia that mandates organisational change in HEIs.Research approach/design and method: Conducted at a university in South Kalimantan, Indonesia, the study used multiple linear regression to analyse the influence of organisational trust and communication climate on staff readiness for change.Main findings: Both variables significantly influence readiness for change. Key factors for achieving success in readiness for change are establishing trust, effectively communicating the message and ensuring their active participation in the process.Practical/managerial implications: This study enhances understanding of readiness for change in higher education governance by incorporating communication climate and organisational trust, thus building upon the findings of a previous study.Contribution/value-add: This study suggests that HEIs undergoing governance change can benefit from promoting two-way communication and cultivating trust among non-academic staff to ensure widespread acceptance and support for the change process. PubDate: 2024-06-27 DOI: 10.4102/sajip.v50i0.2092 Issue No: Vol. 50 (2024)
- Nurturing perseverance: The influence of workplace spirituality
Authors: Moroesi H. Mabazo, Freda Van der Walt First page: 10 Abstract: Orientation: The turbulent external environment has caused employees to resign at an alarming rate. Employers are also struggling with issues such as low productivity and low work engagement. In response to these challenges, it is necessary to consider what motivates employees to work hard consistently without giving up when faced with adversity and setbacks.Research purpose: The purpose of the study was to establish whether workplace spirituality at an individual, work unit and organisational level enhances perseverance.Motivation for the study: Contemporary employees are challenged personally and in the work context. Remaining motivated and invested in their work despite these challenges requires a higher form of inspiration, which suggests the importance of workplace spirituality.Research approach/design and method: The research adopted both a deductive and an inductive research approach, and a descriptive cross-sectional research design was used. Data were collected utilising a survey strategy, and the final sample consisted of 385 respondents.Main findings: The study’s findings show that individual spirituality influences perseverance. Individual spirituality fully mediates the influence of organisational spirituality and work unit spirituality on perseverance.Practical/managerial implications: To ensure that employees work hard consistently despite challenges and hardships, workplace spirituality should be considered at the individual, work unit and organisational levels. Emphasis also needs to be placed on supporting the spiritual development and growth of spiritual employees, as individual spirituality seems to promote perseverance.Contribution/value-add: The study contributes to theory development and knowledge creation of workplace spirituality and perseverance constructs. PubDate: 2024-05-28 DOI: 10.4102/sajip.v50i0.2096 Issue No: Vol. 50 (2024)
- A model linking financial well-being and burnout in a South African
engineering organisation Authors: Leon G. Botha, Jaco Fouché, Leon T. de Beer First page: 12 Abstract: Orientation: This study investigates a model linking financial well-being (FWB) and burnout of employees in a South African engineering organisation.Research purpose: To investigate how personal financial resources and burnout are interrelated, focussing on the roles of satisfaction with remuneration (SWR), personal financial efficacy (PFE), and financial interference (FI).Motivation for the study: This model could help management, human resources, and employees understand the complex dynamics of these phenomena and reduce burnout by implementing targeted interventions.Research approach/design and method: Purposive sampling (N = 515) was used. Structural equation modelling (SEM) with confirmatory factor analysis (CFA) and structural paths were employed.Main findings: The study found that SWR positively impacts positive personal financial well-being (PPFW) and negatively impacts negative personal financial well-being (NPFW). Personal financial efficacy positively affects PPFW and negatively affects NPFW. However, SWR did not significantly impact FI. Negative personal financial well-being strongly contributed to FI, which in turn increased burnout. Contrary to expectations, PPFW did not significantly reduce FI. Additionally, SWR indirectly reduced burnout through NPFW and FI in sequence.Practical/managerial implications: Organisations should ensure competitive and equitable reward and remuneration strategies to enhance employees’ financial well-being and reduce burnout. Financial self-efficacy can be improved through interventions focussing on PFE and integrated financial well-being programmes to mitigate the risk of burnout and its demands on human and organisational resources.Contribution/value-add: This study contributes to the limited research on financial well-being and burnout, highlighting the importance of fair remuneration and personal financial resources in promoting employee well-being and reducing burnout. PubDate: 2024-07-29 DOI: 10.4102/sajip.v50i0.2190 Issue No: Vol. 50 (2024)
- Transmogrification in the Fourth Industrial Revolution and beyond. Let
that sink in Authors: Louise Tonelli First page: 12 Abstract: Orientation: This article provides an overview of what transformation looks like in a system from a systems psychodynamic perspective – presenting the concept of transmogrification through empirical research from a group of participants who attended South African Group Relations Conferences (GRC). Extrapolating to the larger system, Elon Musk is singled out as a practical example of a transmogrifier, transmogrifying a system.Research purpose: Describe transformation from a systems psychodynamic perspective and what this may mean for leaders and organisations in the Fourth Industrial Revolution (4IR).Motivation for the study: The literature is clear that individuals transform in groups, and a collective form of transformation is possible; however, what this transformation looks like needs to be clarified.Research approach/design and method: The meta-theoretical paradigm of critical realism allowed for qualitative research within the hermeneutic phenomenological school of thought. A non-probability sampling strategy of eight individuals enabled a multimethod research strategy of face-to-face interviews and a focus group. Braun and Clarke’s six-step thematic data analysis method, applying a systems psychodynamic lens, was used.Main findings: The findings show that unconscious dynamics intrinsic to all humans manifest as a non-linear transformation process, presenting as preservation, transformation and transmogrification.Practical/managerial implications: To survive and thrive in the 4IR and beyond, leaders and organisations must move beyond transformation towards transmogrification to create sustainable organisations that are yet to be thought about.Contribution/value-add: The concept of transmogrification adds to the literature of group relations conferences, psychology, industrial and organisational psychology and systems psychodynamics. PubDate: 2024-07-12 DOI: 10.4102/sajip.v50i0.2148 Issue No: Vol. 50 (2024)
- Exploring meaningful rewards for pharmaceutical employees during COVID-19
Authors: Thylanu Ankiah, Emmerentia N. Barkhuizen, Calvin Mabaso First page: 12 Abstract: Orientation: The emergence of the coronavirus disease 2019 (COVID-19) pandemic has compelled various organisations to alter their human resource management approaches in response to a challenging work milieu. Providing meaningful rewards is imperative for maintaining employee productivity and business continuity during turmoil.Research purpose: The main objective of this research was to explore significant incentives for employees of pharmaceutical enterprises amid the COVID-19 pandemic. Specifically, this study examined the reward preferences of pharmaceutical professionals in managerial positions concerning their age and gender.Motivation for the study: Despite the extensive body of research on rewards during the COVID-19 pandemic, there exists a notable gap in the literature regarding the investigation of total rewards in the pharmaceutical industry from the vantage points of gender and age.Research approach/design and method: A qualitative research approach was followed with data collected from managerial employees in a pharmaceutical company (N = 12). Thematic analyses were applied.Main findings: Overall, the female participants exhibited a greater propensity towards all rewards than male counterparts. The COVID-19 pandemic mostly impacted female Millennials, who identified all aspects of total rewards as crucial. Male Baby Boomers were more inclined towards being incentivised by monetary remuneration than non-monetary perks.Practical/managerial implications: The findings underscore the importance of leaders prioritising human-centred values such as trust, appreciation, interpersonal connections, and collaborative teamwork.Contribution/value-add: The study’s results prompt researchers and practitioners to reconsider conventional characteristics and incentive inclinations of distinct age cohorts and gender categories, which have undergone modifications because of the COVID-19 outbreak. PubDate: 2024-07-04 DOI: 10.4102/sajip.v50i0.2107 Issue No: Vol. 50 (2024)
- The work role identity in flux of professional staff in a VUCA environment
Authors: Bernadette Kruger, Nicolene Barkhuizen First page: 12 Abstract: Orientation: Volatile, uncertain, complex and ambiguous (VUCA) represents the environment in which business organisations operate, illuminated by the post-coronavirus disease 2019 (COVID-19) pandemic and the recent advent of artificial intelligence (AI). The VUCA environment epitomises pervasive unpredictability, shaping the challenges faced by businesses.Research purpose: This article focuses on the dynamics of individuals within private higher education institutions (PHEIs), driven by a bottom line; they compete to attract students, face greater scrutiny from outside constituencies and subjected to higher accountability. It explores the hierarchical structure of management levels and how the interrelatedness of the business environments can facilitate the navigation of the work role identity in flux in the face of constant change.Motivation for the study: The fast-paced and ever-changing nature of today’s business landscape significantly affects employees’ core identities, as the constant need to adapt and perform at their best creates feelings of insecurity and uncertainty. Consequently, it influences institutional and individual outcomes.Research approach/design and method: This qualitative study collected data from qualified staff in senior-level positions within academia, with titles such as CEO or head of campus (HOC) (N = 15) at selected PHEIs. The data were analysed using ATLAS.ti.Main findings: The findings show an extended framework highlighting elements vital to the increased institutional brand image and improved professional identity.Practical/managerial implications: How individuals in the workplace experience and respond to constant unprecedented change affects the institutional brand and the role of management causes a significant influence.Contribution/value-add: Leaders can drive organisations to adapt, change and evolve to the conditions of their organisational environment. PubDate: 2024-06-29 DOI: 10.4102/sajip.v50i0.2181 Issue No: Vol. 50 (2024)
- Factors influencing followers’ perceptions of the effectiveness of their
leaders’ apologies Authors: Claudia Coustas, Gavin Price First page: 12 Abstract: Orientation: Given the prevalence of apologies, it is crucial to consider how followers perceive the effectiveness of a leader’s apology.Research purpose: This article conducts an empirical study on the factors that influence followers’ perceptions of their leaders’ apologies, following leaders’ wrongdoing.Motivation for the study: This article maps the elements of an effective leader’s apology, as well as identifies the situational moderators of such apologies, which can help equip and empower leaders when they need to apologise.Research approach/design and method: A total of 311 questionnaires, completed by followers from South Africa and around the world, were quantitatively analysed for the study. After conducting an exploratory factor analysis, a path model was developed, and partial least squares structural equation modelling was conducted.Main findings: The quality of leaders’ apology content, the promptness of the apology, the perception of justice it evokes and the delivery channel all have a significant positive relationship with both the degree to which followers perceive the apology as authentic and the quality of the leader–follower relationship (LFR) after the apology. These relationships are moderated by followers’ perceptions of leader transgression preventability. The LFR quality prior to the transgression moderates the relationship between leader apology content, promptness, fairness and delivery channel on post LFR.Practical/managerial implications: The study provides guidance on what leaders should include when formulating a quality apology, especially when followers perceive the wrongdoing as preventable. The study cautions against overreliance on LFRs prior to the wrongdoing.Contribution/value-add: This study aims to fill an existing gap in empirical research on leaders’ apologies. PubDate: 2024-06-28 DOI: 10.4102/sajip.v50i0.2170 Issue No: Vol. 50 (2024)
- The relationship between employee well-being and organisational
effectiveness Authors: Chryssa P. van der Merwe, Benjamin H. Olivier First page: 13 Abstract: Orientation: The changing demands employees experience because of the turbulent and competitive world of work has increased their workload, necessitating a focus on their well-being to ensure their contribution to the effectiveness of organisations.Research purpose: The purpose of this study was to investigate the relationship between employee well-being (EWB) and organisational effectiveness (OE) in a South African bond origination company.Motivation for the study: Organisations need to improve their effectiveness to remain competitive and are dependent on the well-being of their employees to achieve this. Understanding the effect of EWB on OE can assist organisations in managing this relationship.Research design/approach and method: A quantitative cross-sectional approach was used in which a convenient sample of 203 employees completed five questionnaires to measure OE and the four underlying contructs of EWB. A correlation analysis was conducted to determine the statistical relationship between the four EWB constructs and OE.Main findings: Results indicated a statistically significant positive relationship between job satisfaction, work engagement and OE and a statistically significant negative relationship between Burnout and OE, while no relationship was found between workaholism and OE.Practical/managerial implications: Managers should implement interventions to increase job satisfaction and work engagement and decrease burnout to increase the performance of their organisations.Contributions/value-add: This study provides managers with an understanding of how the performance of their organisations can be improved by managing the well-being of their employees. PubDate: 2024-07-12 DOI: 10.4102/sajip.v50i0.2169 Issue No: Vol. 50 (2024)
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