The relationship between work locus of control and psychological capital amongst middle managers in the recruitment industry of South Africa

Orientation: The role of traits as a determinant of states has resulted in researchers closely examining their potential for enhancing work behaviour. This is achieved through the examination of the trait and state perspectives. Research purpose: This research sought to determine the relationship between work locus of control (WLOC) and psychological capital (PsyCap), with the objective of increasing alertness on the trait and state approach. Motivation for the study: The current study investigated the role of traits and states in contributing to the positive psychology arena within the recruitment industry. Research approach, design and method: This longitudinal research design involved 425 middle managers at Time 1 (T1), at both supervisory and specialist levels, and 190 middle managers at supervisory levels at Time 2 (T2). This longitudinal study used a biographical, WLOC and PsyCap questionnaires. Main findings: The findings indicated that WLOC has predictive value for PsyCap: a statistically significant and practical relationship was established between WLOC and PsyCap at T1 and T2. However, the multiple regression analysis results were not consistently demonstrated over time. Practical managerial implications: Understanding the role of personality traits and psychological states can provide managers with additional means of increasing employee efficiency through improving work processes such as recruitment and selection. Contributions/value-add: The recruitment and other industries are encouraged to utilise a strength-based approach to enhance work performance through selection processes that incorporate traits and states to further increase organisational competitiveness

Psychological capital, job demands and organisational commitment of employees in a call centre in Durban, South Africa

Orientation: The South African call centre industry is growing as call centres are increasingly used as a means of service delivery to customers. Positive psychologists posit that psychological capital could lead to positive outcomes such as organisational commitment of call centre staff. Research purpose: This study investigated the relationship between psychological capital, job demands and organisational commitment and intended to determine whether psychological capital and job demands predict call centre employees’ organisational commitment. Motivation for the study: The study aimed to explore potential links between psychological capital, job demands and organisational commitment of call centre employees. It is premised on previous research that call centre job demands may be related to commitment to the organisation. Research approach, design and method: This cross-sectional study sampled 117 call centre employees from Durban, South Africa, and used a biographical questionnaire, psychological capital questionnaire, the job-demands-resources scale and the organisational commitment questionnaire to collect data. Main findings: Findings indicated a statistically significant relationship between psychological capital and work overload, as well as a practically and statistically significant relationship (medium effect) between psychological capital and continuance organisational commitment. The results showed that psychological capital has predictive value for continuance organisational commitment. Practical/managerial implications: Psychological capital has predictive value for continuance organisational commitment. Organisations can develop initiatives to enhance positive psychological states and address this relationship. Contribution: The findings could be beneficial to management and employees in considering ways to boost psychological capital in order to improve organisational commitment

The validation of the Minnesota Job Satisfaction Questionnaire in selected organisations in South Africa

The objectives of this study were to assess the construct equivalence of the Minnesota Job Satisfaction Questionnaire (MSQ), and to investigate the manifestation of job satisfaction at selected organisations in South Africa. A cross-sectional survey design with a random sample (N = 474) was used. The MSQ and a biographical questionnaire were administered. The results confirmed a two-factor model of job satisfaction, consisting of extrinsic job satisfaction and intrinsic job satisfaction. Exploratory factor analysis with target rotations conf rmed the construct equivalence of scales for the black and white groups. The results obtained from comparing job satisfaction levels of various demographic groups showed that practically significant differences existed between the job satisfaction of different age and race groups

Happiness, work engagement and organisational commitment of support staff at a tertiary education institution in South Africa

Orientation: Support staff members play a vital role in tertiary education institutions. With this in mind, the institutions must address their particular needs. In the context of positive psychology, issues of happiness and work engagement could lead to increased positive organisational outcomes like the commitment of support staff. Research purpose: The purpose of the research was to determine the relationship between happiness, work engagement and organisational commitment and to determine whether happiness and work engagement hold predictive value for the organisational commitment of support staff. Motivation for the study: This study aims to enable the identification of a link between happiness, work engagement and organisational commitment and to identify a predictive value of the model. Research design, approach and method: The researchers used a cross-sectional survey design. They used a sample of 123 (N = 123) support staff members from a tertiary education institution in South Africa. The researchers used four demographic questionnaires for the research. These were the ‘Satisfaction with Life Scale’ (SWLS), the ‘Well-Being Questionnaire’ (WBQ), the ‘Utrecht Work Engagement Scale’ (UWES) and the ‘Organisational Commitment Questionnaire’ (OCQ). Main findings: The researchers found a significant positive relationship between affective organisational commitment and work engagement, as well as between affective organisational commitment and happiness (as the SWLS and WBQ measure). They found a significant positive relationship between work engagement and happiness. Finally, the results showed that happiness and work engagement have predictive value for affective organisational commitment. Practical/managerial implications: Happiness and work engagement have predictive value for affective organisational commitment. Therefore, institutions should carefully tailor any implementation programme or initiative to address this relationship. Contribution/value-add: The findings will benefit both managers and workers. Institutions should consider evaluating the levels of happiness and work engagement of their support staff to address the issue of the organisational commitment of their employees

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

Orientation: The development of psychological capital amongst call centre employees could have an impact on positive work-related attitudes and behaviour; such as work engagement and organisational commitment. Research purpose: The purpose of the research was to determine the relationship between psychological capital, work engagement and organisational commitment amongst call centre employees; and further, to determine whether psychological capital and work engagement hold predictive value for the organisational commitment of call centre employees. Motivation for the study: There is a gap in research in understanding and enabling positive resource capacities in highly stressful work contexts such as call centres. Research design, approach and method: A cross-sectional survey design was used. A sample of 106 call centre employees from a South African organisation participated in the research. The measuring instruments included a demographic questionnaire, the Psychological Capital Questionnaire (PCQ), the Utrecht Work Engagement Scale (UWES) and the Organisational Commitment Questionnaire (OCQ). Main findings: Significant positive relationships were found between psychological capital, work engagement and organisational commitment. The results showed work engagement as being the only significant predictor of organisational commitment. Practical/managerial implications: Call centre employers need to develop and implement workplace interventions that would increase the psychological capital of call centre employees. Contribution/value-add: The research findings will benefit both call centre employees and management. The study highlighted the importance of the role of optimism as a subdimension of psychological capital in developing work engagement and organisational commitment amongst call centre employees

Psychological capital, subjective well-being, burnout and job satisfaction amongst educators in the Umlazi region in South Africa

Orientation: Challenges faced by educators in South Africa are increasing due to their working conditions, which in turn affects the educators’ enthusiasm towards their jobs. Change will likely be witnessed when educators are able to attain a positive and rewarding life, develop and flourish as individuals. Research purpose: This study sought to investigate the relationship between psychological capital (PsyCap), subjective well-being, burnout and job satisfaction and to explore whether PsyCap mediates the relationship between subjective well-being and burnout. Motivation for the study: The study is premised on the fact that enhancing the positive attributes and strengths of educators can have a positive impact not only on their performance and commitment, but also on the satisfaction of students. Research approach, design and method: This cross-sectional study used a biographical questionnaire, PsyCap questionnaire, satisfaction with life scale, burnout inventory and Minnesota job satisfaction questionnaire to collect data from 103 educators. Main findings: Findings indicated statistically significant relationships between PsyCap, subjective well-being, burnout and job satisfaction. PsyCap was found to mediate the relationship between subjective well-being and burnout. Managerial implications: PsyCap mediates the relationship between subjective well-being and burnout. Organisations can minimise burnout through the enhancement of positive capacities inherent in PsyCap and the aiding potential of subjective well-being. Contribution/value-add: The findings highlighted the aiding potential of subjective wellbeing as well as the possible resources PsyCap, subjective well-being and job satisfaction can provide in times of distress

The moderating role of psychological capital in the relationship between job stress and the outcomes of incivility and job involvement amongst call centre employees

Orientation: South African call centres were found to rank amongst those with the highest degree of performance monitoring and feedback. This revelation comes at a time when many scholars concur that research has not entirely succeeded in helping organisations overcome the negative aspects of work and enhance the positive aspects of work, such as job involvement. Research purpose: This study sought to examine the relationship between job stress, job involvement and the display of uncivil behaviour amongst call centre employees, whilst also studying the role of psychological capital (PsyCap) in this relationship. Motivation for the study: The study was prompted by the scarcity of research in the area of PsyCap and job involvement, none of which has examined relationships between job stress and the outcomes of incivility and job involvement and the moderating role of PsyCap in this relationship, focusing on call centre employees. Research design, approach and method: A quantitative design employed a cross-sectional survey to collect data from 104 South African call centre employees using a biographical data sheet, the PsyCap Questionnaire, Job Stress Scale, Uncivil Workplace Behaviour Scale and the Job Involvement Scale. Main findings: PsyCap and uncivil workplace behaviour were negatively related, whilst PsyCap and job involvement were positively related. Job stress held predictive value for incivility and the hostility subscale. Hierarchical regression analysis indicated that PsyCap did not moderate the relationship between job stress and incivility and neither did it moderate the relationship between job stress and job involvement. Practical implications: Organisations should work on minimising stressors within the workplace in order to enhance the PsyCap of employees, which not only lowers the risk of incivility displayed by employees but also ensures greater employee involvement. Contribution/value-add: Although previous studies have examined the relationship between stress, incivility and job involvement, no studies have been conducted examining the role of PsyCap in this relationship, especially, more importantly, sampling call centre employees