Pub Date : 2024-05-08DOI: 10.4102/sajip.v50i0.2172
C. Mayer
Orientation: The Fourth Industrial Revolution (4IR) is increasingly becoming a reality in organisations worldwide.Research purpose: The aim of this article was to explore the views of international leaders on leadership and skills development in employees to equip them for the 4IR.Motivation for the study: Leaders have to adjust their perspectives and leadership while the entire workforce is required to focus on their skills development on technological, individual and interpersonal levels.Research approach/design and method: A qualitative research methodology is applied, using a phenomenological paradigm. Eight top leaders from Australia, India, Germany, South Africa, North America, the United Arab Emirates, and Singapore in various global and organisational fields were interviewed on leadership and skills development in the 4IR.Main findings: Leaders focus on understanding and applying new technological trends, adopting a 4IR mindset, and developing skills through training and integrating systems. Additionally, they believe that skills development needs to include hard and soft skills, continuous training, and anticipating future trends. Skills need to have individual, interpersonal, organisational, societal and spiritual aspects to address the 4IR complexities adequately.Practical/managerial implications: Leaders need to understand the complexes of the 4IR and need to train and support employees to develop themselves and their skills adequately.Contribution/value-add: This article adds to the research on skill development, training and understanding future work trends to prepare leaders, industry and employees for future work trends and requirements for education for future work places.
{"title":"Leaders’ views on leadership and skills development in the Fourth Industrial Revolution","authors":"C. Mayer","doi":"10.4102/sajip.v50i0.2172","DOIUrl":"https://doi.org/10.4102/sajip.v50i0.2172","url":null,"abstract":"Orientation: The Fourth Industrial Revolution (4IR) is increasingly becoming a reality in organisations worldwide.Research purpose: The aim of this article was to explore the views of international leaders on leadership and skills development in employees to equip them for the 4IR.Motivation for the study: Leaders have to adjust their perspectives and leadership while the entire workforce is required to focus on their skills development on technological, individual and interpersonal levels.Research approach/design and method: A qualitative research methodology is applied, using a phenomenological paradigm. Eight top leaders from Australia, India, Germany, South Africa, North America, the United Arab Emirates, and Singapore in various global and organisational fields were interviewed on leadership and skills development in the 4IR.Main findings: Leaders focus on understanding and applying new technological trends, adopting a 4IR mindset, and developing skills through training and integrating systems. Additionally, they believe that skills development needs to include hard and soft skills, continuous training, and anticipating future trends. Skills need to have individual, interpersonal, organisational, societal and spiritual aspects to address the 4IR complexities adequately.Practical/managerial implications: Leaders need to understand the complexes of the 4IR and need to train and support employees to develop themselves and their skills adequately.Contribution/value-add: This article adds to the research on skill development, training and understanding future work trends to prepare leaders, industry and employees for future work trends and requirements for education for future work places.","PeriodicalId":503653,"journal":{"name":"SA Journal of Industrial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140999233","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-07DOI: 10.4102/sajip.v50i0.2177
Mariella Noriega Del Valle, Karolina Łaba, C. Mayer
Orientation: The study delves into technological acceptance within South African organisations, identifying psychological factors influencing employees’ willingness to adopt technology. Barriers to technology adoption are explored, emphasising the universal relevance of identified psychological constructs.Research purpose: To understand the psychological barriers influencing successful technological adoption in South African organisations.Motivations for the study: High failure rates in tech-implementation projects are linked to employee resistance, revealing a crucial gap in understanding psychological dynamics. Recognising human factors as pivotal to technological success, there is a need to transcend technical aspects, exploring individual experiences during organisational transitions.Research approach/design and method: Using a qualitative approach with non-random snowball sampling, 17 South African employees were interviewed in a semi-structured manner. Thematic analysis revealed specific categories of psychological barriers.Main findings: Identified barriers proved to be the antithesis of positive psychological constructs, including lack of psychological safety, lack of organisational trust, lack of psychological availability, negative emotions, low self-efficacy and low frustration tolerance. The presence of these barriers, hindering participants’ willingness to adopt new technologies.Practical/managerial implications: Organisations are advised to prioritise fostering a culture of psychological safety and trust, transparent communication and positive emotional experiences during technology adoption at the individual level. Training programmes enhancing self-efficacy and promoting mindfulness practices can mitigate barriers.Contribution/value-add: This research stresses the significance of the role of psychological factors in inhibiting an employee’s technological acceptance, providing practical guidance for industrial psychologists, HR professionals and change managers. The need to consider individual experiences during technological transitions, has universal implications across diverse workplaces.
{"title":"Unlocking technology acceptance among South African employees: A psychological perspective","authors":"Mariella Noriega Del Valle, Karolina Łaba, C. Mayer","doi":"10.4102/sajip.v50i0.2177","DOIUrl":"https://doi.org/10.4102/sajip.v50i0.2177","url":null,"abstract":"Orientation: The study delves into technological acceptance within South African organisations, identifying psychological factors influencing employees’ willingness to adopt technology. Barriers to technology adoption are explored, emphasising the universal relevance of identified psychological constructs.Research purpose: To understand the psychological barriers influencing successful technological adoption in South African organisations.Motivations for the study: High failure rates in tech-implementation projects are linked to employee resistance, revealing a crucial gap in understanding psychological dynamics. Recognising human factors as pivotal to technological success, there is a need to transcend technical aspects, exploring individual experiences during organisational transitions.Research approach/design and method: Using a qualitative approach with non-random snowball sampling, 17 South African employees were interviewed in a semi-structured manner. Thematic analysis revealed specific categories of psychological barriers.Main findings: Identified barriers proved to be the antithesis of positive psychological constructs, including lack of psychological safety, lack of organisational trust, lack of psychological availability, negative emotions, low self-efficacy and low frustration tolerance. The presence of these barriers, hindering participants’ willingness to adopt new technologies.Practical/managerial implications: Organisations are advised to prioritise fostering a culture of psychological safety and trust, transparent communication and positive emotional experiences during technology adoption at the individual level. Training programmes enhancing self-efficacy and promoting mindfulness practices can mitigate barriers.Contribution/value-add: This research stresses the significance of the role of psychological factors in inhibiting an employee’s technological acceptance, providing practical guidance for industrial psychologists, HR professionals and change managers. The need to consider individual experiences during technological transitions, has universal implications across diverse workplaces.","PeriodicalId":503653,"journal":{"name":"SA Journal of Industrial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141004521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-29DOI: 10.4102/sajip.v50i0.2040
Jurgen Becker, Anne Buckett, Jerome Rossier, Christina Györkös, Koorosh Massoudi, Deon de Bruin
{"title":"The moderating role of personality in the job strain process: A latent interaction approach","authors":"Jurgen Becker, Anne Buckett, Jerome Rossier, Christina Györkös, Koorosh Massoudi, Deon de Bruin","doi":"10.4102/sajip.v50i0.2040","DOIUrl":"https://doi.org/10.4102/sajip.v50i0.2040","url":null,"abstract":"","PeriodicalId":503653,"journal":{"name":"SA Journal of Industrial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-02-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140412475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-28DOI: 10.4102/sajip.v50i0.2118
Nelson Gwamanda, B. Mahembe
Orientation: 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.Research purpose: The primary goal of the present study was to test the psychometric properties of the Workplace Deviance Scale (WDS) on a Zimbabwean sample.Motivation for the study: 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.Research approach/design and method: 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.Main findings: 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.Practical/managerial implications: The questionnaire can help to develop prevention strategies aimed at reducing the frequency and severity of counterproductive behaviours in Zimbabwean organisations.Contribution/value-add: The study promotes the use of accurate, reliable, and valid instruments in Zimbabwe by confirming the psychometric properties of the WDS.
{"title":"A confirmatory factor analytic study of a counterproductive work behaviour measure in Zimbabwe","authors":"Nelson Gwamanda, B. Mahembe","doi":"10.4102/sajip.v50i0.2118","DOIUrl":"https://doi.org/10.4102/sajip.v50i0.2118","url":null,"abstract":"Orientation: 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.Research purpose: The primary goal of the present study was to test the psychometric properties of the Workplace Deviance Scale (WDS) on a Zimbabwean sample.Motivation for the study: 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.Research approach/design and method: 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.Main findings: 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.Practical/managerial implications: The questionnaire can help to develop prevention strategies aimed at reducing the frequency and severity of counterproductive behaviours in Zimbabwean organisations.Contribution/value-add: The study promotes the use of accurate, reliable, and valid instruments in Zimbabwe by confirming the psychometric properties of the WDS. ","PeriodicalId":503653,"journal":{"name":"SA Journal of Industrial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140420799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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