Bias and equivalence of the Strengths Use and Deficit Correction Questionnaire

Orientation: For optimal outcomes, it is suggested that employees receive support from their organisation to use their strengths and improve their deficits. Employees also engage in proactive behaviour to use their strengths and improve their deficits. Following this conversation, the Strengths Use and Deficit Correction Questionnaire (SUDCO) was developed. However, the cultural suitability of the SUDCO has not been confirmed. Research purpose: The purpose of this study was to examine the bias and structural equivalence of the SUDCO. Motivation for the study: In a diverse cultural context such as South Africa, it is important to establish that a similar score on a psychological test has the same psychological meaning across ethnic groups. Research design, approach and method: A cross-sectional survey design was followed to collect data among a convenience sample of 858 employees from various occupational sectors in South Africa. Main findings: Confirmatory multigroup analysis was used to test for item and construct bias. None of the items were biased, neither uniform nor non-uniform. The most restrictive model accounted for similarities in weights, intercepts and means; only residuals were different. Practical/managerial implications: The results suggest that the SUDCO is suitable for use among the major ethnic groups included in this study. These results increase the probability that future studies with the SUDCO among other ethnic groups will be unbiased and equivalent. Contribution: This study contributed to existing literature because no previous research has assessed the bias and equivalence of the SUDCO among ethnic groups in South Africa

Strengths use and deficit improvement at work : a South African validation study

PhD (Industrial Psychology), North-West University, Potchefstroom Campus, 2015The emergence of the positive psychology movement has brought the attention to individuals’ strengths and their deficits. Specifically of interest within an organisational context is the extent to which employees’ strengths are used and their deficits are improved. Specifically, organisations may provide their support for employees’ strengths use and deficit improvement, and individuals themselves can also proactively seek opportunities to use their strengths and improve their deficits. However, little attention has been paid to strengths use and deficit improvement in empirical research. One reason for this may be a lack of a clear conceptualisation of organisational support for strengths use and deficit improvement and individuals’ proactive strengths use and deficit improvement. Furthermore, this lacking conceptualisation hinders research to empirically measure these constructs, since no measuring instrument exists to measure strengths use and deficit improvement by the organisation and the individual. In addition, no empirical research has been conducted to determine whether strengths use or deficit improvement, or possibly a combined approach focusing on both, may be more beneficial for the organisation in terms of work-related outcomes such as work engagement, learning, job satisfaction and turnover intention. Moreover, the relationship between work engagement (a well-established positive psychology construct) with organisational support for strengths use and deficit improvement and specifically individuals’ proactive strengths use and deficit improvement is unexplored. In light of the above gaps in the literature, the primary objectives of this study were: (a) To conceptualise a taxonomy of strengths use and deficit improvement and to develop and validate the Strengths Use and Deficit Improvement Questionnaire (SUDIQ) that measures four constructs, namely perceived organisational support for strengths use (POSSU), perceived organisational support for deficit improvement (POSDI), proactive behaviour towards strengths use (PBSU) and proactive behaviour towards deficit improvement (PBDI); (b) to examine the item bias, structural equivalence, measurement unit equivalence and scalar equivalence of the SUDIQ among South African ethnic groups; (c) to examine whether POSSU, POSDI or a combination of these two will lead to the best organisational outcomes (i.e. work engagement, learning, job satisfaction and turnover intention); and (d) to determine whether (1) work engagement mediates the relationship between POSSU and PBSU and between POSDI and PBDI, or (2) whether proactive behaviour (PBSU and PBDI) mediates the relationship between POSSU and POSDI with work engagement. The above research objectives were addressed in four empirical, quantitative research articles. For the purpose of research article 1, the Strengths Use and Deficit Improvement Scale (SUDIQ) was developed by following the guidelines of DeVellis (2003). A pilot study was conducted among a heterogeneous sample (N = 241). The validation study was conducted among a heterogeneous sample (N = 699) in various industries in South Africa. For research article 2, the item bias, construct equivalence, measurement unit equivalence and scalar equivalence of the SUDIQ were assessed among a heterogeneous sample (N = 858) in various South African industries. For the purpose of article 3, the relationships between POSSU, POSDI and a combined approach with the outcomes, work engagement, learning, job satisfaction and turnover intention were examined among a sample of 266 public school teachers in the Western Cape. Finally, to determine the relationships between work engagement and PBSU and PBDI and also the mediation effect in a structural model, a sample of 378 employees in the financial industry was investigated. For the pilot study in article 1, an initial item pool of 33 items was generated. In the exploratory factor analysis of this pilot study, four distinct factors were extracted and were labelled perceived organisational support for strengths use (POSSU; eight items), perceived organisational support for deficit improvement (POSDI; eight items), proactive behaviour towards strengths use (PBSU; nine items) and proactive behaviour towards deficit improvement (PBDI; eight items). The factorial validity was confirmed with a confirmatory factor analysis that confirmed the hypothesised four-factor structure of the SUDIQ. The POSSU and POSDI dimensions were positively related to autonomy and participation in decision-making, two job resources, and confirming the convergent validity of these two scales. The PBSU and PBDI scales were found to be positively related to self-efficacy, establishing the convergent validity of these two scales. The criterion-related validity was established through the positive correlation of the four SUDIQ dimensions with work engagement and the negative correlation with burnout. According to the results of the bias and equivalence analysis in article 2, the uniformly biased items included one POSSU item, two POSDI items, two PBSU items and three PBDI items. Three POSSU items were found to be non-uniformly biased. These items that were identified as having either uniform or non-uniform bias for black, white or coloured participants were discarded from further analyses. The results confirmed the SUDIQ to be equivalent across the three ethnic groups in terms of construct equivalence, measurement unit equivalence and scalar equivalence. The results of research article 3 indicate that both strengths use and deficit improvement are important predictors of work engagement, learning, job satisfaction and turnover intention. Learning was higher and turnover intention lower for individuals experiencing a combined approach compared to those believing that their school does not support them to either use their strengths or improve their deficits. Furthermore, a combined approach was associated with higher job satisfaction than a strengths-based approach, and a deficit-based approach was shown to be associated with higher levels of work engagement and turnover intentions compared to an environment where neither employees’ strengths nor deficits are addressed. Finally, in article 4, two competing models were tested where in model 1 work engagement was specified as a mediator in the relationship between POSSU and PBSU and between POSDI and PBDI. In model 2, proactive behaviour (PBSU and PBDI) was specified as a mediator in the relationship between POSSU and POSDI with work engagement. The results indicated that model 1 fitted the data better compared to model 2. Therefore, it was found that work engagement mediates the relationship between POSSU and PBSU and also between POSDI and PBDI. Recommendations were made for organisations and for future research.Doctora

Depressed, not depressed or unsure: Prevalence and the relation to well-being across sectors in South Africa

Orientation: Work engagement, burnout and stress-related ill health levels of individuals, suffering from depression, who are unsure whether or not they suffer from depression, or who do not suffer from depression, have not been investigated in South Africa. Research purpose: The main objectives of this study were to investigate the prevalence of depression amongst employees in South African organisations and the relationship of depression with specific well-being constructs. Motivation for the study: Organisations should know about the prevalence of depression and the effects this could have on specific well-being constructs. Research design, approach and method: A cross-sectional design was followed. The availability sample (n = 15 664) included participants from diverse demographics. The South African Employee Health and Wellness Survey was followed to measure constructs. Main findings: The results showed that 18.3% of the population currently receive treatment for depression, 16.7% are unsure whether or not they suffer from depression and 65% do not suffer from depression. Depression significantly affects the levels of work engagement, burnout and the occurrence of stress-related ill health symptoms. Practical/managerial implications: This study makes organisations aware of the relationship between depression and employee work-related well-being. Proactive measures to promote the work-related well-being of employees, and to support employees suffering from depression, should be considered. Contribution/value-add: This study provides insight into the prevalence of depression and well-being differences that exist between individuals, suffering from depression, who are unsure whether or not they suffer from depression, and who do not suffer from depression

Management of employee wellness in South Africa: Employer, service provider and union perspectives

Orientation: This article focuses on how South African organisations manage their employees’ wellness through their Employee Wellness Programmes (EWPs). Research purpose: The objective of this research is to describe employee wellness in South Africa by investigating the types, foci and perceived success of EWPs. Motivation for the study: Despite the growing awareness of the importance of EWPs in South Africa, the nature, content, context, participants, role-players and anticipated benefits as well as the possible drawbacks of these programmes in the South African context are unclear. Research design, approach and method: The researchers used a cross-sectional design. The first author developed the Employee Wellness Survey, consisting of quantitative and qualitative questions, to collect data from 16 organisations, four service providers and seven labour unions in South Africa. Main findings: The results showed that organisations, service providers and labour unions define employee wellness differently and that these role players give different reasons for introducing EWPs. Almost half of the participating organisations have no baseline measurement with which to compare the effectiveness of their EWPs. Generally, all the organisations present the results of their programmes reasonably. However, the programmes involve little overall expenditure to the organisations. Practical/managerial implications: Organisations should monitor the state of their employees’ wellness in order to manage it effectively. This will only become possible when information about employee wellness improves. Contribution/value-add: This study provides new information about the nature, content, context, participants, role-players, anticipated benefits and possible drawbacks of EWPs in the South-African context

Job characteristics, burnout and the relationship with recovery experiences

Orientation: Job characteristics (consisting of job demands and job resources) have an impact on burnout. However, it is unclear whether recovery strategies might influence this relationship amongst staff members at a tertiary education institution in South Africa. Research purpose: The primary objective of this study was to determine whether recovery strategies influence and moderate the relationship between job demands, job resources and burnout. Motivation for the study: Recovery strategies may influence and buffer the negative effects of job demands on burnout and may influence and enhance the positive influence of job resources on burnout. Research approach, design and method: Cross-sectional data was collected amongst employees at a tertiary education institution (N = 366). Main findings: The results of the structural equation modelling revealed significant positive relationships between work pressure, emotional demands and a lack of social support with burnout. Also, work pressure was related to all four recovery strategies and different job resources were associated with different recovery strategies. Finally, mastery experiences were the only recovery strategy that significantly predicted burnout. Practical/managerial implications: Employees are encouraged to engage in recovery strategies that will reduce their burnout levels, especially mastery experiences. Contribution/value-add: This study adds to the body of literature on effort recovery in South Africa. Very little empirical research has been done in South Africa regarding the use and benefits of different recovery strategies. Recommendations for future research are made

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

Orientation: Because workplace bullying has detrimental consequences on the profitability, work quality and turnover intention of organisations, this phenomenon should be addressed. Perceived Organisational Support (POS) was explored since factors such as role clarity, job information, participation in decision-making, colleague support and supervisory relationships might act as buffers against workplace bullying, subsequently influencing the turnover intention of the organisation. Research purpose: To investigate the role of POS as moderator in the relationship between workplace bullying and turnover intention across sectors in South Africa. Motivation for the study: Workplace bullying is a worldwide concern and it is unclear whether perceived organisational support moderates the relationship between workplace bullying and turnover intention. Research design, approach and method: A cross-sectional survey approach with a quantitative research design was used (N = 13 911). The South African Employee Health and Wellness Survey (SAEHWS) was administered to explore the experiences of bullying behaviour, POS and turnover intention. Main findings: Bullying by superiors is more prevalent than bullying by colleagues. A positive relationship exists between workplace bullying and turnover intention. Role clarity, participation in decision-making and supervisory relationship moderates the relationship between bullying by superiors and turnover intention. Practical/managerial implications: This study creates an awareness of the prevalence of workplace bullying in the South African context so that sufficient counteraction can be encouraged. Contribution/value-add: This study contributes to the limited research regarding workplace bullying in the South African context by quantifying the relationships between workplace bullying POS and turnover intention

Investigating strengths and deficits to increase work engagement: A longitudinal study in the mining industry

Orientation: The motivational process of the Job Demands-Resources (JD-R) model indicates that job resources are the main predictors of work engagement. Previous research has found that the two job resources perceived organisational support (POS) for strengths use and POS for deficit correction are also positively related to work engagement. However, the causal relationships between these variables have not been investigated longitudinally. Research purpose: To determine if POS for strengths use and POS for deficit correction are significant predictors of work engagement over time. Motivation for the study: In the literature, empirical evidence on the longitudinal relationships between work engagement and specific job resources, namely POS for strengths use and POS for deficit correction, is limited. Research design, approach and method: A longitudinal design was employed in this study. The first wave elicited a total of 376 responses, while the second wave had a total sample size of 79. A web-based survey was used to measure the constructs and to gather data at both points in time. Structural equation modelling was used to investigate the hypotheses. Main findings: The results indicated that both POS for strengths use and POS for deficit correction are positively related to work engagement in the short term. However, only POS for deficit correction significantly predicted work engagement over time. Practical and managerial implications: The results provide valuable insights to organisations by providing knowledge regarding which approach influences work engagement levels of their employees in the short and long term. Contribution or value-add: The study contributes to the limited research on what job resources predict work engagement over time

Investigating the impact of a combined approach of perceived organisational support for strengths use and deficit correction on employee outcomes

Orientation: The positive psychology paradigm suggests a balanced focus on employee strengths and deficits. However, an overemphasis on strengths has raised questions regarding the value of a focus on strengths use, deficit improvement or a combined approach with a balanced focus on both. Research purpose: The primary objective was to examine whether perceived organisational support (POS) for strengths use, POS for deficit improvement or a combined approach would be the strongest predictor of work engagement, learning, job satisfaction and turnover intention. Motivation for the study: In the literature, there is little empirical evidence to support an approach where both employees’ strengths are used and their deficits improved. Research design, approach and method: This study was conducted among 266 teachers from four public schools in the Western Cape. A cross-sectional survey design was used. Main findings: The results suggest that both strengths use and deficit improvement are important predictors of work engagement, learning, job satisfaction and turnover intention. Learning was higher and turnover intention lower for individuals experiencing a combined approach compared to those believing that their school did not support them in either using their strengths or improving their deficits. Furthermore, a combined approach was associated with higher job satisfaction than a strengths-based approach, and a deficit-based approach was shown to be associated with higher levels of work engagement and lower turnover intentions compared to an environment where neither employees’ strengths nor deficits were addressed. Practical or managerial implications: The results urge organisations to invest an equal amount of resources in their employees’ strengths and deficits, as opposed to neglecting either one. Such a combined approach may be associated with increased work engagement, learning and job satisfaction and lower turnover intention. Contribution: This study provides empirical evidence that supports a combined approach where both employees’ strengths are used and their deficits developed