Psychological ownership : development of an instrument

ORIENTATION: Psychological ownership emerged recently as a positive psychological resource that could be measured and developed and that could affect the performance of organisations. PURPOSE: The purpose of this study was to develop an instrument to measure psychological ownership in a South African context. MOTIVATION FOR THE STUDY: It was found that previous instruments for the measurement of psychological ownership lacked the ability to grasp the extensive reach of psychological ownership. RESEARCH DESIGN, APPROACH AND METHOD: A quantitative cross-sectional survey was conducted on a non-probability convenience sample of 713 skilled, highly-skilled and professional employees from various organisations in both the private and public sectors in South Africa. MAIN FINDINGS: Although a 69-item measurement instrument was developed in order to capture the proposed seven-dimensional psychological ownership construct, it became evident when analysing the data that a four-factor model comprising 35 items was suitable. PRACTICAL/MANAGERIAL IMPLICATIONS: If a sense of psychological ownership toward an organisation could be established amongst its employees by addressing the factors as measured by the South African Psychological Ownership Questionnaire, organisations could become enhanced workplaces and, as a result, sustainable performance could be promoted and staff could be retained. CONTRIBUTION/VALUE-ADD: The instrument for measuring psychological ownership in a South African context could serve as a diagnostic tool that would allow human resource professionals and managers to determine employees’ sense of psychological ownership regarding their organisation and to focus specifically on weak dimensional areas that could be improved.http://www.sajip.co.zaam201

A multi-dimensional measure of psychological ownership for South African organisations

Many scholars, consultants and practitioners have recently focused their attention on ownership as a psychological phenomenon. It is theorised that formal ownership can produce positive attitudinal and behavioural effects through psychologically experienced ownership, and that the psychological sense of ownership may form an integral part of the individual’s relationship with the organisation. It is suggested that the presence of psychological ownership among organisational members can have a positive effect on organisational effectiveness and promote staff retention. Psychological ownership is defined as a state in which individuals feel as though the target of ownership or a piece of it is “theirs” (i.e. “It is mine!”). The main aim of the study was to explore psychological ownership from a theoretical and content validity perspective in order to develop a multi-dimensional measure of psychological ownership for South African organisations. The measure could be utilised as both a measurement and diagnostic tool to determine psychological ownership. The research methodology followed an extensive literature review of scholarly articles. A multi-dimensional framework for psychological ownership was developed, consisting of promotion-orientated and prevention-orientated psychological ownership dimensions. Promotion-orientated psychological ownership consists of six theory-driven components: self-efficacy, self-identity, sense of belonging, accountability, autonomy and responsibility. Territoriality was identified as a preventative form of psychological ownership. A panel of nine scholarly experts evaluated the validity of items and the entire theory-based instrument. Lawshe’s (1975) quantitative approach to content validity was applied in this study. The instrument was administered to a non-probability convenience sample N = 712). The sample comprised employed professional, highly skilled and skilled individuals in various South African organisations operating in both the private and public sector. The sample was randomly split into two subsets. A sample of n = 356 was used for the development of a model and the remaining half was used for validating the results that were attained from the first half. Exploratory factor analysis was performed on the one subset n = 356). Parallel analysis signified four significant factors. The study resulted in a four-factor measure comprising 35 items that was named the South African Psychological Ownership Questionnaire (SAPOS). The four factors of the SAPOS were labelled Identification, Responsibility, Autonomy and Territoriality respectively. Results of the second-order factor analysis confirmed the existence of two distinctive dimensions: promotion-orientated and prevention-orientated psychological ownership. Promotion-orientated psychological ownership comprises three components: Identification, Responsibility and Autonomy. Territoriality was identified as a dimension of preventative psychological ownership. Examination of internal consistency revealed highly satisfactory Cronbach alpha coefficients for all four factors (Identification: _= .939; Responsibility: _= .871; Autonomy: _= .874; Territoriality: _= .776). Confirmatory factor analysis on the second subset of the sample (n = 356) confirmed the four-factor model. The chi-square/df ratio (1.7), CFI (.904), RMSEA (.045), and SRMR (0.59) values met the minimum recommended standards, indicating a reasonable fit. According to the results, all items demonstrated adequate convergent validity. Examination of the variance-extracted estimates confirmed discriminant validity within the model. Evidence of criterion-related validity was provided. Promotive psychological ownership was positively related to affective commitment and job satisfaction and negatively related to turnover intentions. Independent sample t-tests and the analysis of variance technique indicated that differences exist between employees varying in biographical variables with regard to the specific dimensions (Identification, Responsibility, Autonomy and Territoriality) underlying the concept of psychological ownership. The theoretical relevance of this study is its expansion of the five-dimensional theorydriven measure of psychological ownership developed by Avey and colleagues (2009). This study expanded on their theoretical model by adding two additional promotionfocused dimensions, namely Autonomy and Responsibility. The existence of a new measure will further contribute to the body of knowledge by filling the void for such a measuring instrument for South African organisations. The methodological relevance of this study is the contribution of a multidimensional scale evidencing substantial reliability and validity for evaluating people’s psychological ownership toward their organisation. The practical relevance of this study is the contribution of a multi-dimensional measure of psychological ownership that can be utilised by Human Resource professionals and managers for clarifying psychological ownership of employees within the specific context of a multi-cultural society such as that in South Africa. Understanding and utilising the measure has the potential to increase staff retention and productivity. If a sense of psychological ownership can be created among employees by addressing the factors measured by the instrument, an enhanced workplace can be established, ensuring sustainable performance during uncertain economic times.Thesis (PhD)--University of Pretoria, 2011.Human Resource Managementunrestricte

The Mental Health Continuum-Short Form in Organisational Contexts : Factorial Validity, Invariance, and Internal Consistency

The study aimed to examine the psychometric properties of the MHC-SF within selected organisational contexts. Specifically, the aim was to determine the factorial validity, measurement invariance, and reliability of the instrument for South African organisations. A cross-sectional online survey-based research design was employed, coupled with a convenience sampling strategy (N = 624). The results showed that the original three-dimensional factor structure of the MHC-SF fitted the data the best. Items loaded statistically significantly on all three subscales (emotional, psychological, social wellbeing). Further, the scale showed full configure, convergent and metric invariance between males and females. However, invariance was not established in either age cohorts, language groups, or marital status. The instrument proved to be reliable at both a lower (Cronbach Alpha) and upper level (Composite reliability) limit within South African organisational contexts

Psychological ownership in relation to workplace trust and turnover intent

The study investigated the relationship between workplace trust, psychological ownership and turnover intent within a South African professional services organisation. The measurements used were the Psychological Ownership Questionnaire, Workplace Trust Survey, and Turnover Intentions Scale. A cross-sectional quantitative survey design was used to collect data from a purposive sample (N = 302) of skilled, highly skilled and professional employees in a professional services industry. Pearson product-moment correlations and structural equation modeling (SEM) results confirmed that psychological ownership was significantly related to workplace trust (positively) and turnover intent (negatively). In addition, the study showed that psychological ownership fully mediated (large effect) the relationship between workplace trust and turnover intent. By implication, work environments that fostered workplace trust would increase the level of psychological ownership that employees’ experienced, which, in turn, would reduce employees’ intent to leave their workplace. The research contributes to new knowledge about the way contextual factors could influence employees’ psychological ownership.http://www.tandfonline.com/loi/rpia202017-04-30hb2016Human Resource Managemen

Psychometric properties, measurement invariance, and construct validity of the subjective career success inventory

DATA AVAILABITY STATEMENT : Data is available upon request from the authors.With the increased scholarly interest in career success measurements, this study investigated the construct validity and measurement invariance of the Subjective Career Success Inventory. A sample of 736 South African employees participated in the study. Latent variable modelling was performed to estimate and sequentially compare several independent cluster models of confirmatory factor analysis (ICM-CFA) (i.e., unidimensional, first-factor, second-factor, and bifactor models). The results supported the construct validity for an eight-dimensional construct with acceptable convergent and discriminant validity. We found measurement invariance across gender. Task performance was related to the eight subjective career success dimensions, providing evidence of nomological validity. KEY POINTS : WHAT IS ALREADY KNOWN ABOUT THIS TOPIC : (1) The Subjective Career Success Inventory (SCSI) is increasingly being used to measure subjective career success, but studies reporting comprehensive psychometric properties for the SCSI are scarce. (2) Literature indicates various factorial permutations for the instrument, and limited validation studies have been conducted on the SCSI. (3) Although scholars have argued gender gaps in the experiences of career success, a thorough investigation of the SCSI has not been done to corroborate such differences. WHAT THIS TOPIC ADDS : (1) The eight-factor structure of the SCSI was confirmed within the South African context. (2) The SCSI demonstrated invariance between males and females. (3) Task performance was related to the eight SCSI dimensions, providing evidence of nomological validity.https://www.tandfonline.com/loi/raup20hj2023Human Resource Managemen

Measurement equivalence of the South African Psychological Ownership Questionnaire for Diverse South African Cultural Groups

This study determined the measurement equivalence of the South African Psychological Ownership Questionnaire (SAPOS) for black and white South African employees. Participants were a non-probability sample of 645 professional level employees from both the private and the public sector (59.4% were females, 35.2% were black and 52% were over the age of 40. Over 90% of the participants have college education qualifications and nearly 41.7% had been working in their current organisations for a period of less than 5 years). Confirmatory factor analysis and structural equation modelling were used to analyse the data. The results indicated that factor variances appeared to be equal for the two groups although differences existed in factor loadings and covariances.http://www.elliottfitzpatrick.com/jpa.htmlhb201

Relationships between employee retention factors and attitudinal antecedents of voluntary turnover : an extended structural equation modelling approach

ORIENTATION : Gaining a full understanding of employee retention (ER) management requires studying multiple retention factors in tandem. Many empirical studies that use conventional structural equation modelling (SEM) include only a single retention factor or a subset of factors, making it impossible to assess the relative embeddedness of these factors in ER practices. RESEARCH PURPOSE : The purpose was to gain a better understanding of the relationships between multiple ER factors and attitudinal antecedents of voluntary turnover. MOTIVATION FOR THE STUDY : This research aimed to address the need for more comprehensive latent multivariate approaches to studying ER by using extended SEM techniques. RESEARCH APPROACH/DESIGN AND METHOD : The researchers used a cross-sectional survey design and obtained a convenience sample of 272 skilled employees from public and private organisations. The first stage of the study entailed using the exploratory structural equation model (ESEM) within the confirmatory factor analysis to test a model measuring ER factors. The second stage involved using plausible values for latent variables in an SEM analysis of the relationship between attitudinal antecedents of voluntary turnover (i.e. affective commitment, job satisfaction and turnover intention) and ER factors. MAIN FINDINGS : The findings indicated that affective commitment and job satisfaction differentially mediated the relationship between ER factors and turnover intention, partially supporting existing research and providing new insights into ER. PRACTICAL/MANAGERIAL IMPLICATIONS : This study suggested that in order for management to effectively manage ER, they must understand the relative embeddedness of a range of ER factors and prioritise motivational and empowerment-enhancing bundles of practice (e.g. compensation, job characteristics, work–life balance and career opportunities) to impact on attitudinal antecedents of voluntary turnover. CONTRIBUTION/VALUE-ADD : This study indicated that the use of extended SEM modelling techniques could provide valuable insights into the multivariate relationships between ER factors and attitudinal antecedents of voluntary turnover.http://www.sajhrm.co.zaam2021Human Resource Managemen

Student Engagement and Learning Approaches during COVID-19: The Role of Study Resources, Burnout Risk, and Student Leader–Member Exchange as Psychological Conditions

Objectives: The primary objective of this study was to explore the interplay of psychological conditions that influenced personal engagement among university students. As a theoretical lens through which to investigate this, the study used the job demands-resources model, the study demands-resources model, and the leader–member exchange theory. This study further aimed to explore outcomes that supported students in becoming lifelong learners (i.e., deep-learning approach). Method: Participants were undergraduate students registered at a South African university. We used a purposive, non-probability sampling strategy and employed a cross-sectional survey research design. This study used Mplus version 8.6 for the statistical analyses. Results: Results showed that the psychological conditions of meaningfulness (study resources), availability (burnout risk), and safety (student–leader–member exchange) influenced student engagement. In addition, the results showed that study demands were positively associated with student engagement, although this association can be regarded as small. Furthermore, study resources and student engagement were associated with a deep approach to learning. Conclusions: Findings from the present study demonstrated that Kahn’s theory carried implications beyond the workplace and held true in a student learning environment. Further, an exploration of the psychological conditions that led to engagement showed that the job demands-resources model and the study demands-resources model could be used to operationalise study resources as psychological meaningfulness and burnout risk as availability. Similarly, in the context of exploring the student-lecturer relationship, student leader–member exchange could be operationalised as psychological safety. Implication for Practice: Leaders in higher education are encouraged to focus not only on ensuring that students receive adequate support in terms of structures and physical resources during periods of uncertainty, such as the global COVID-19 pandemic, but to adopt a holistic approach that includes considering all the psychological conditions that encourage and promote students’ engagement

Psychological ownership : a managerial construct for talent retention and organisational effectiveness

Many scholars, consultants and practitioners have recently focused their attention on ‘ownership’ as a psychological, rather than just a business phenomenon. Psychological ownership is defined as a state in which individuals feel as though the target of ownership or a piece of it is ‘theirs’ (that is ‘It is mine!’). It suggests that, the presence of psychological ownership among employees can have a positive effect on organisational effectiveness. The main aim of this paper is to introduce and describe a new kind of ownership, known as ‘psychological ownership’ that could be a valuable managerial construct for improving talent retention and organisational effectiveness within the South African work environment. The research methodology followed an extensive literature review in order to compile the construct for psychological ownership, which was then validated by a panel of nine scholarly subject-matter experts by applying Lawshe’s quantitative approach to content validity. The study resulted in a multidimensional construct for psychological ownership with high content validity, consisting of a promotion-orientated and prevention-orientated dimension. Promotion-orientated psychological ownership consists of six theory-driven components: Self-efficacy, sense of belonging, self-identity, accountability, autonomy and responsibility. Territoriality, the seventh dimension, was identified as a preventative form of psychological ownership. The particular relevance of this paper is the introduction of a positively oriented psychological ownership construct that can be utilised by managers and human resource professionals as a potential guideline to facilitating talent retention and productivity in the current work environment.http://www.academicjournals.org/AJB

The role of psychological ownership in retaining talent : a systematic literature review

ORIENTATION: Managing psychological ownership can have positive attitudinal and behavioural effects, promote organisational effectiveness and support talent retention. RESEARCH PURPOSE: This paper seeks to explore and describe psychological ownership, distinguish it from other work-related attitudes and clarify the role that psychological ownership can play in retaining talent. MOTIVATION FOR THE STUDY: Previous studies of human resource practices and organisational characteristics that affect organisational commitment and the retention of talent have reported that absent variables could be responsible for varied results. Psychological ownership could be one of them. RESEARCH DESIGN, APPROACH AND METHOD: Based on a systematic review of the literature published over the last 20 years, the authors synthesised various research perspectives into a framework of psychological ownership and its links to retaining talent. MAIN FINDINGS: The authors found that psychological ownership was a comprehensive multidimensional construct. It is distinct from other work-related attitudes and seems capable of enabling organisations to retain the talents of skilled employees. PRACTICAL/MANAGERIAL IMPLICATIONS: Organisations can benefit from psychological ownership because it leads employees to feel responsible towards targets (like organisations) and to show stewardship. It can help organisations to retain talent and influence the intentions of skilled employees to remain with their organisations. CONTRIBUTION/VALUE-ADD: Psychological ownership, as an integrated multidimensional construct, has expanded the existing theory about the organisational commitment and workrelated attitudes that organisations need to retain talent in the 21st century.http://www.sajhrm.co.zaam201