THE RELATIONSHIP AMONG SELF-LEADERSHIP, LOCUS OF CONTROL AND JOB PERFORMANCE OF ENGINEERS IN A POWER DISTRIBUTION UTILITY, ESKOM

Published ThesisResearchers have investigated self-leadership-performance and locus-performance relationships independently and this has resulted in the eclipsing of researchers’ knowledge on the combined effects of self-leadership and locus of control on performance. This study, therefore, focused on the challenges at Eskom Holdings SOC Limited (hereinafter referred to as “Eskom”) with regard to projections about electricity demand, cost overruns owing to delays in the completion of infrastructural/ electrification projects and poor electricity distribution across residential areas which have contributed to electricity theft, in relation to the combined influence of self-leadership and locus of control on job performance. It sought to develop deeper theoretical knowledge on the combined effects of self-leadership and locus of control on job performance of Eskom engineers in Bloemfontein, Free State, South Africa, well aware of the above noted challenges and the complexities of continued blackouts experienced nationally, as especially noted in 2015. One hundred and thirty four (134) questionnaires were administered to the Eskom Bloemfontein engineering workforce (i.e. engineers, technologists and technicians) and one hundred and seven (107) were correctly completed and returned, representing a response rate of 79.8%. Self-leadership was measured using an abbreviated version of a Revised Self-Leadership Questionnaire (RSLQ) while Locus of Control was measured using a questionnaire developed from literature that examined its constitutive components. The results of this study suggest a positive correlation between: locus of control and job performance; and between the behaviour focused self-leadership, constructive thought and job performance of the Eskom engineering workforce. The results also demonstrate a positive relationship between the combined influence of self-leadership and locus of control on job performance of the Eskom engineering workforce. Implications for the initiation and fostering of self-leadership, locus of control and improved job performance of Eskom Bloemfontein engineering workforce are discussed in Chapter 5

Power Distribution at Eskom: Putting Self-Leadership, Locus of Control and Job Performance of Engineers in Context

Published ArticleGiven the deep energy crisis that currently engulfs South Africa, which has been attributed to the crisis of electricity supply leadership and perceived weak locus of control among Eskom management and staff, the purpose of this study is to review the self-leadership and internal locus of control literature to identify components of these concepts that could leverage employee job performance and improve electricity service delivery. In the absence of literature that examines the combined effects of self-leadership and internal locus of control, the researchers adopted a theoretical and reflective approach that combined the interpretation of extant literature on isolated effects of these variables on job performance and the researchers’ individual perspectives on the matter. Drawing on this literature review, gaps in the extant literature are identified and an integrative framework for improving Eskom engineers’ job performance and electricity service delivery is developed. The study reported that although the reward strategy component of self-leadership and external locus of control serve as moderating variables, the combination of behaviour-focused strategies, thought self-leadership strategies of self-leadership and internal locus of control had the greatest influence on job performance of Eskom engineers. The paper renders a rich literature review on self-leadership and locus of control in a resilient, national energy supply institution and bestows an innovative conceptual framework for leveraging the job performance in particular and electricity service supply in an energy crisis ridden country in general

Internal and External Locus of Control of Engineering Workforce in a Power Distribution Utility: Implications for Job Performance

Published ArticleIn view of the high risk, high voltage environments which the Eskom Bloemfontein engineering workforce (engineers, technologists, and technicians) is exposed to in the design, installation and maintenance of coal-fired power plants, sub-stations, transmission lines and electrical equipment, their psychological dispositions especially locus of control (LOC) should be an interesting area of research interest. The influence of LOC of the engineering workforce on improved job performance is critical to eliminating power related risks, accidents and deaths emanating from work-related fatigue, job stress and exhaustion. This study adopts a revised Rotter’s LOC Scale questionnaire to explore the combined influence of internal and external locus of control on organisational performance. The results demonstrate a positive relationship between internal locus of control and job performance. It also demonstrates that a sizable number of the Eskom engineering workforce are easily influenced by external forces, with implications for the job performance of the engineering workforce

The combined influence of self-leadership and locus of control on the job performance of engineering workforce in a power generation utility: An empirical perspective

Orientation: The joint effects of self-leadership and locus of control within an engineering context have been under-explored because much research focused on self-leadership and locus of control as independent concepts, and studies on their combined effects on organisational performance remain hard to encounter in emerging economies. Research purpose: The aim of the study was to develop deeper empirical knowledge of the combined effects of self-leadership and locus of control on job performance of engineering workforce in Eskom Free State. Motivation for the study: The originality of the study lies in the reconstitution of individual self-leadership and locus of control concepts as they relate to job performance and its impact on prospective engineers who work at Eskom in Bloemfontein. Research approach/design and method: Drawing on a quantitative approach, a survey was conducted on 134 engineering personnel (comprising engineers, technologists and technicians). Of this workforce, a total of 107 engineers participated in the study representing a response rate of 79.8%. Correlation and multiple regression analysis were used to analyse the corpus of quantitative data. Main findings: The results demonstrate that self-leadership and locus of control are significant independent variables and when considered jointly, they have a positive significant impact on job performance of the Eskom engineering workforce. Practical/managerial implications: Implications for the initiation and fostering of self-leadership and locus of control to improve the job performance of Eskom Bloemfontein engineering workforce are discussed. Contribution/value-add: The study contributes to engineers’ task-focused behaviour through its expectations for the engineering workforce to be self-leaders who exercise internal locus of control in the execution of their jobs. This study also contributes to engineers’ work-related personality dimensions and sense of self-awareness through an exposition of individual personalities they were not conscious of