Job calling, work identity and job crafting : a theoretical paper

Abstract: Many employees are seeking meaning and purpose in their working lives. Some perceive that they have a calling, a pull to do work that serves a greater purpose for others and society. Individuals across different kinds of occupations may perceive that they have a calling. This job calling may lead some employees to enact strategies such as job crafting, which is manipulating the job demands and job resources in their work to enhance their work identities and to live out their job calling or be closely aligned to it in their work. Thus the purpose of this theoretical paper is to propose that job crafting strategies such as increasing the structural and social resources in one’s job may lead to higher work identification and a possible closer alignment to one’s calling. Likewise increasing the challenging demands and decreasing the hindering demands in one’s job may also lead also to higher work identification and a closer alignment to actualizing one’s calling. Recommendations are then made on further studies on the relationships of job calling, job crafting and work identity. Implications for employees, management and HR are also highlighted

The role of job resources in predicting strategic connection in employees

Abstract: Job resources is a consistent contributor to employee wellbeing aiding employees to contribute to organizations achieving their strategic goals. Job resources are also particularly important in work environments that have an array of challenges that may negatively affect employees. The present study established that the following job resources: recognition and praise, intra-team effectiveness and personal development predict the strategic connection that employees have towards their organizations. This cross–sectional study was conducted in a South African transport organization (n = 616 responses). The results of the study indicated that personal development accounted for the most variance in strategic connection, with intra-team effectiveness accounting for the second most variance and recognition and praise, the least variance. This paper contributes to the body of knowledge on job resources, organizational identification and strategic connection. It further provides guidance to line and HR managers on the role of job resources in enhancing employee strategic connection

The effect of employee value proposition on normative commitment

Organisations continuously seek opportunities to be more productive through the human capital they employ. A firm offering of the employee value proposition (EVP) and understanding of employee commitment could enable organisations to have committed employees that enjoy their work and are oriented towards a growth trajectory. This study sought to examine the effect of the EVP on normative commitment in a parastatal organisation. A quantitative research approach was selected to explore the research objectives. The research instruments comprised of value attributes scale and normative commitment scale. The population sample consisted of employees (N=251). Convenience sampling was used within the context of the study. Descriptive statistics, Factory analysis, Pearson correlation analysis, and Regression analysis were employed to interpret data collected and address the research objectives. A positive relationship between the variables was established. The three EVP factors (work, rewards, and opportunity) positively correlate with normative commitment. Recommendations are made to managers and HR Practitioners regarding the EVP and normative commitment of parastatal employees, which have the potential to employee commitment when implemented. The study provided insights on the factors, affecting EVP and normative commitment. The study also showed the relationship between the variables, enabling management, and HR practitioners to implement strategic interventions to influence employees' normative commitment and EVP experience

Corrigendum: Performance management process changes on the work identity of employees during COVID-19

No abstract available

The perceived influence of Christian leadership competencies during COVID-19

Purpose: Surviving the coronavirus disease 2019 (COVID-19) pandemic required much of leaders. It highlighted the complexities of faith in the workplace. Christian business leaders drew on their faith to influence employees’ work intentions and behaviours through specific leadership competencies. This study aimed to gain insights into the leadership competencies of Christian leaders during COVID-19 and its perceived influence on colleagues’ values and workplace behaviour through the leaders’ integration of faith and work. Design/methodology/approach: The study used a qualitative, grounded theory approach with semi-structured interviews to collect data. Participants (N = 14) were full-time Christian leaders selected through purposeful, convenient, and snowball sampling. Findings/results: The findings indicated that Christian business leaders exhibited distinctive leadership competencies attributed to their faith. These competencies allowed them to express their beliefs to co-workers in ways that surpassed verbal communication. Practical implications: Organisations should consider implementing leadership development programmes focusing on integrating faith and values into leadership practices. Providing Christian leaders with tools and resources to align their leadership approach with their spiritual beliefs can enhance their ability to create a positive and ethical workplace culture. Contribution/value-add: Although no study has directly explored religion’s role in dealing with pandemics, understanding the impact of beliefs such as Christian religiosity on work can complement management and organisational practices. The findings contribute to leadership studies by laying the groundwork for future investigation into the role of faith integration in leadership behaviours and outcomes

Anchoring human resource management to sustain employee performance at Johannesburg Metropolitan Municipality

ORIENTATION : Practices employed to manage the human resources at Johannesburg (JHB) Metropolitan Municipality were explored to unearth their impact on employee performance. RESEARCH PURPOSE : The study sought to reveal the human resource management (HRM) practices that could support employee performance at local government. THE MOTIVATION FOR THE STUDY : The achievement of organisational goals depends on HRM practices that enhance employee competencies. Employee performance in municipalities is often considered to be substandard. This study aimed to strengthen HRM practices to enhance performance at JHB Metropolitan Municipality. RESEARCH APPROACH/DESIGN AND METHOD : The qualitative inquiry adopted an interpretive stance to reveal participants’ experiences that relate to employee performance. Ten participants were identified purposively and the obtained data were analysed with the assistance of the Atlas.ti software. MAIN FINDINGS : Whilst the organisation’s employee-attraction practices were strong, its retention practices were weak. Employees generally felt undervalued, which negatively affected their morale and the organisation’s goal attainment. PRACTICAL/MANAGERIAL IMPLICATIONS : The organisation should introduce effective employeeretention strategies, focussing on thorough needs analyses, skills development and rewards linked to performance. Building employee commitment should be prioritised. STUDY CONTRIBUTION : Human resource management effectiveness in the Johannesburg Municipality would be enhanced by appropriate soft HRM investment in senior management either through recruitment or development or both. Furthermore, the municipal culture should change from HRM practices that are influenced by tradition to an adaptive approach that responds to public-sector dynamics and varying employee expectations.http://www.sajhrm.co.zahj2022Gordon Institute of Business Science (GIBS

Experiencing work in the fourth industrial revolution: a qualitative study on work identity and new ways of work

The Fourth Industrial Revolution (4IR) disrupts the world of work, as new technologies alter the nature of employees' tasks and responsibilities. Consequently, it is crucial to understand how employees navigate these changes and how it impacts their work identity. However, there is a lack of research specifically focusing on the work identity of employees during the 4IR. The purpose of this study was to explore the influence of the 4th Industrial Revolution (4IR) and the New Way of Working (NWOW) on work identity among employees in a South African insurance company. To achieve this, an exploratory qualitative approach was adopted, involving semi-structured interviews with 12 employees from junior, middle, and senior job levels within the insurance company. The data, obtained from the interviews, were analysed using thematic analysis. The findings from the data analysis indicate that the majority of the employees demonstrated an understanding of the impact of the 4IR and its implications on their career development, work environment, and the adoption of 4IR and NWoW practices. These findings suggest that the 4IR and NWoW have influenced the work environment and how employees perceive and identify with their work. Based on the results, it is recommended that employees receive adequate training and education to support them in adapting to these changes. Change management initiatives should be tailored to meet both employee and organisational needs. The small sample size and data collection during the pandemic, along with variations in work schedules, should be considered when interpreting the findings. To enhance the generalisability of the findings, future studies should aim to replicate this research in different settings with a larger sample size. Future researchers should explore how organisations implement change management initiatives that positively influence work identity

Predictors of work-based identity

D.Phil.Orientation: The focus of this study is on the work-based identity construct. This study’s context is the South African multi-cultural and diverse work environment where different racial and cultural identities meet. South Africa’s transition into democracy requires a revised way of perceiving identity, particularly in the workplace. A revised way of viewing identity may be found in understanding work-based identity. Work-based identity is a multi-identity, multi-faceted, and multi-layered construction of the self. Its multi-faceted nature can be understood using three different dimensions, namely a structural, social, and individual-psychological, which influence the identity formation process. The structural dimension is the historical, legislative, national, and culturally embedded context in which individuals find themselves, and which influences identity formation. The social dimension refers to the social interaction that individuals engage in with other individuals. Career, occupational, and professional identity and organisational identification are the work-based identity facets that fall under this dimension. The individual-psychological dimension focuses on the individual’s personal identity orientation. Work centrality, job involvement, and person- organisation fit fall under this dimension. Work-based identity influences the way individuals behave in their work. It is developed as a result of the interplay between an individual’s personal resources and work processes. Work processes include work characteristics, which are job demands and job resources. Research purpose: As part of a larger work-based identity project, the primary objective of this study was to investigate whether job demands and job resources could serve as possible predictors of work-based identity. The Job Demands-Resources (JD-R) Model was used as the predictive model to account for both job demands and job resources in the prediction of work-based identity. Job demands were comprised of overload, job insecurity, and work-family conflict. Growth opportunities, organisational support, advancement, task identity, perceived external prestige, and team climate constituted the job resources. The possibility of non-linear relationships between job demands and work-based identity, and between job resources and work-based identity was also investigated. The possible mediation effects of job demands on the relationship between job resources and work-based identity was also assessed. Furthermore, the moderating effects of the biographical variables race, age, and gender on the relationships of each job demand and job resource with work-based identity were assessed. Lastly, the moderating effects of the demographic variables academic qualification, marital status, job level, medical fund, and work region on the relationship of each job demand and job resource with work-based identity were also assessed. Research design: A cross-sectional field survey design was used for this study. In addition, a census-based approach was utilised, where everyone in the target population (employees of a large South African Information and Communication Technology (ICT) company) had an equal opportunity to participate in the study. The target population of 23 134 employees yielded a sample of 2 429 (a response rate of about 11%). The Job Demands-Resources Scale (JDRS) was used to measure the job demands and job resources, except work-family conflict, perceived external prestige, task identity, and team climate. A Work-Family Scale, Perceived External Prestige Scale, Task Identity Scale, and Team Climate Scale were sourced and adapted to measure these constructs. Furthermore, a Work-based Identity Scale was developed for this study

The Job Demands-Resources model as predictor of work identity and work engagement: A comparative analysis

Orientation: Research shows that engaged employees experience high levels of energy and strong identification with their work, hence this study’s focus on work identity and dedication. Research purpose: This study explored possible differences in the Job Demands-Resources model (JD-R) as predictor of overall work engagement, dedication only and work-based identity, through comparative predictive analyses. Motivation for the study: This study may shed light on the dedication component of work engagement. Currently no literature indicates that the JD-R model has been used to predict work-based identity. Research design: A census-based survey was conducted amongst a target population of 23134 employees that yielded a sample of 2429 (a response rate of about 10.5%). The Job Demands- Resources scale (JDRS) was used to measure job demands and job resources. A work-based identity scale was developed for this study. Work engagement was studied with the Utrecht Work Engagement Scale (UWES). Factor and reliability analyses were conducted on the scales and general multiple regression models were used in the predictive analyses. Main findings: The JD-R model yielded a greater amount of variance in dedication than in work engagement. It, however, yielded the greatest amount of variance in work-based identity, with job resources being its strongest predictor. Practical/managerial implications: Identification and work engagement levels can be improved by managing job resources and demands. Contribution/value-add: This study builds on the literature of the JD-R model by showing that it can be used to predict work-based identity