<strong>Orientation:</strong> The main focus of the study was to answer the question: ‘Who am I at work?’ in a post-apartheid South African organisation.<p><strong>Research purpose:</strong> The aim of the specific research questions was to determine which life sphere and life role elements, and which work-based identity facets were significant in forming work-based identity.</p><p><strong>Motivation for the study:</strong> The findings of the study will enable the formulation of an integrative definition of work-based identity applicable to the South African context.</p><p><strong>Research design, approach and method:</strong> Qualitative data was collected by means of unstructured interviews with 29 employees representing a range of job titles, levels and demographics in a large South African manufacturing company. A grounded theory approach (open and axial coding) was used to analyse the data.</p><p><strong>Main findings:</strong> Distinctive individual self-definitions and a number of common themes integrating social and personal identity perspectives emerged from the data. These themes provided a sound basis for the proposed integrative model to define work-based identity.</p><p><strong>Practical/managerial implications:</strong> The findings of this research will assist human resource practitioners to develop training interventions and management strategies for the potential enhancement of work-based identities. This will result in a more engaged and harmonised workforce.</p><p><strong>Contribution/value-add:</strong> This was the first study of its kind to identify and delineate significant work-based identity elements for the formation of a work-based identity within a South African work context.</p><p><strong>How to cite this article:</strong><br /> Lloyd, S., Roodt, G., & Odendaal, A. (2011). Critical elements in defining work-based identity in post-apartheid South Africa. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 37</em>(1), Art. #894, 15 pages. doi:10.4102/ sajip.v37i1.894</p>
The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.<p> <strong>Opsomming</strong> <br>Die doel van hierdie studie is om te bepaal of deelnemende bestuur en korporatiewe kultuur onderling uitsluitende (onafhanklike) konsepte is. Die Raad vir Geesteswetenskaplike Navorsing (RGN) het 'n kultuur- en klimaatvraelys op 'n steekproef van 2 357 respondente, vanuit 'n populasie van 23 564 persone wat werksaam is in 'n para-militere instansie, toegepas. Die datastel van die RGN is vir die doel van hierdie studie gebruik. 'n Paneel deskundiges het dimensies wat op deelname betrekking het geidentifiseer aan die hand van voorafbepaalde kriteria en die oorblywende items was op kultuur van toepassing. Die resultate van die faktor- en itemontledings het bevind dat deelnemende bestuur en korporatiewe kultuur, soos bestudeer vanuit die persepsies van werknemers en bestuur, oorwegend 'n gemeenskaplike eienskap meet en nie onafhanklike konstrukte is soos wel gekonseptualiseer deur deskundiges nie
Orientation: The use of personality tests for selection and screening has been consistently criticised resulting from the risk of socially desirable responding amongst job applicants. Research purpose: This study examined the magnitude of culture and language group meanscore differences amongst job applicants and the moderating effect of race on the relationship between social desirability and cognitive ability. Motivation for the study: The influence of cognitive ability and potential race and ethnic group differences in social desirability scale scores, which can lead to disproportional selection ratios, has not been extensively researched in South Africa. Research design, approach and method: A quantitative, cross-sectional research design, based on secondary datasets obtained from the test publisher, was employed. The dataset consisted of 1640 job applicants across industry sectors. Main findings: Moderated multiple regression analyses revealed that the relationship between social desirability and general reasoning was moderated by culture and language, with group differences in social desirability being more pronounced at the low general reasoning level. This suggests that social desirability scales may be an ambiguous indicator of faking as the scales may indicate tendency to fake, but not the ability to fake, that is likely to be connected to the level of cognitive ability of the respondent.Practical/managerial implications: Individual differences in social desirability are not fully explained by cognitive ability as cultural differences also played a role. Responding in a certain manner, reflects a level of psychological sophistication that is informed by the level of education and socio-economic status. In relation to selection practice, this study provided evidence of the potentially adverse consequences of using social desirability scales to detect response distortion. Contribution/value-add: The exploration of cross-cultural differences in the application of social desirability scales and the influence of cognitive ability is seen as a major contribution, supported by possible explanations for the differences observed and recommendations regarding the practice of universal corrections and adjustments.
Orientation: There is a scant availability of clear practice guidelines for the implementation of team coaching in organisations. Challenges and enabling factors in the implementation of team coaching require further exploration.Research purpose: This study aims to develop a conceptual framework that identifies the critical success factors that play a role in the implementation of team coaching in organisations.Motivation for the study: This study contributes towards the understanding of team coaching implementation in the workplace. Informed knowledge of critical factors may guide the practice of team coaching and assist in the development of a conceptual framework for such coaching.Research approach/design and method: A constructivist qualitative research method was adopted. A case study approach was used, with seven experienced subject matter experts selected by means of purposive snowballing. Data were collected using semi-structured interviews and analysed using thematic analysis.Main findings: Results of the thematic analysis indicate that to integrate successful team coaching into any organisation, effective analysis of an organisational context is required, that is, leadership stakeholders, team effectiveness, competency of a coach and employee engagement. Constraints that may prevent successful implementation of team coaching are identified.Practical/managerial implications: The findings provide a platform to enhance the understanding and knowledge of the complexities of team coaching within organisations.Contribution/value-add: The main contribution of the study is the identification of critical factors in the pre-, during and post-implementation phases of team coaching. This conceptual framework could serve as a guide for team coaching interventions in South African contexts.
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