SIOPSA - Neuro Capital 19th Annual SIOPSA Conference CSIR International Convention Centre, Pretoria 25 – 27 July 2017 Society for Industrial and Organisational Psychology of South

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19th Annual SIOPSA ConferenceCSIR International Convention Centre, Pretoria25 – 27 July 2017

Society for Industrial and Organisational Psychology of South Africa

SIOPSA

[email protected] I www.siopsa.org.za

Disclaimer: This abstract book has been produced using authors-supplied copy. Editing has been restricted to some corrections where appropriate.

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The 19th Annual SIOPSA Conference was proudly sponsored by:

Diamond Sponsor

Gold Sponsor

Silver Sponsors

Marketing Sponsor

Main Sponsor

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*

INTEG and its preceding organisations are functioning effectively for more than 40 years in the HR-field in South Africa – with strong and deep roots in the psychometric sphere. They specialize in developing psychometric instruments, with special reference to the field of integrity.

INTEG PRODUCTS

INTEG Develops and Distributes Psychometric Tests in the professional market in the World of Work.

We are the only suppliers of an entire battery of Dedicated Integrity measuring instruments. The following seven instruments constitute the arsenal of specialist tests in the Integrity sphere:

1. DEDICATED INTEGRITY TESTS Measuring Instruments – Seven Psychometric Tests Purpose IP200 – Integrity Profile-200 Diagnostic Integrity

IMI – Integrity Measuring Instrument Screening/Selection IP:Culteg – Profile : Culture of Integrity Development BIP – Basic Integrity Profile Shortlisting GIP – General Integrity Profile General (Non-Work) OCB – Organizational Citizenship Behaviour Disposition to assisting co-workers & the

organisation CWB – Counterproductive Work Behaviour Disposition to counterproductive

work behaviour in general 2. OTHER PSYCHOMETRIC TESTS In addition, INTEG also offers 15 psychometric tests that are making a further contribution to assessing Integrity from different angles, as well as covering the specific subjects they are dedicated to, as mentioned below: Measuring Instruments – Fifteen Psychometric Tests Purpose COPAS – Standard Cognitive & Potential Assessment Cognitive – Symbolic Items COPAS – Version II Cognitive Profile Assessment Cognitive – Verbal & Symbols BOP Brain Orientation Profile Brain Dominance

PAW – Main Personality at Work Personality PAW – Short

EQ Emotional Intelligence Specialized Report EO Entrepreneurial Orientation Specialized Report SMO Sales & Marketing Orientation Specialized Report FO Financial Orientation Specialized Report MO Managerial Orientation Specialized Report

BAP & CAP Basic & Comprehensive Aptitude Profiles Aptitude

SAP Security Assessment Profile Security DAP Driver Assessment Profile Driving

PEP Practical English Proficiency Verbal

RAP – Prior RAP – Post Rehabilitation Assessment Profile Rehabilitation RAP – General

The above 22 tests are all developed by the same person/team, ‘talk’ to each other and were devised and possess South African norms and standards. 3. ASSESSMENT CENTRE (AC) & INTEGRITY DEVELOPMENT (ID) INTEG is a leader in the AC-field over the last 40 years on an international basis. It offers four ‘standardised’ assessment centres and develops tailor-made ACs to optimally serve the unique needs of our clients. _________________________________________________________________________________________________________________

Dr Louis Fick & INTEG-Team Email : [email protected] Cell Number : 0827156009

* , a Corporate Member & the Major Sponsor of SIOPSA

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MANCOPresident / IOP in Context…………………………………......................…………....................... Manoko RatalaPast President / Legal……………………………………………………......................................... Llewellyn van ZylPresident Elect / Strategic Alliances / Legal……………………................................................... Shirleen TitusTreasurer / SIOPSA Office………………………………………………......................................... William van AardeSecretary……………………………………………………………………….................................... Alison FelixTransformation………………………………………………………………..................................... Kim Dowdeswell

EXCOMembership Services………...................................................................................................... Candice BooysenMembership Growth................................................................................................................... Zunica ErmelMarketing and Communication…............................................................................................... Neo Mamathuba CPD Professional Practice……..………………..……………………............................................ Deon MeiringExternal Affairs……………………………………………………………...................….................. Andre WestraatSIOPSA Foundation…………..................................................................................................... Carin BerghSIOPSA Academy....................................................................................................................... Lourens van Schalkwyk Pumla HakoConference…………………………….......................................................................................... Anne Buckett

INTEREST GROUPSChair: Interest Group Psychological Assessment (PAI).............................................................. David BischofChair: Interest Group Coaching & Consulting Psychology (IGCCP)........................................... Anna-Rosa le RouxChair: Interest Group of Socio Psychodynamic Organisation (IGSPO)...................................... Frans CilliersChair: Interest Group for Applied Neuroscience (IGANS)……………......................................... Dirk Geldenhuys Chair: Interest Group for Positive Organisational Psychology (IGPOP)..................................... Marieta du PlessisChair: Interest Group Psycho – Legal……………………………………………........................... Barbara DonaldsonChair: Interest Group for Psychometry Professionals…………………….....................................Thenjiwe Msomi

REGIONAL CHAIRSBranch Chair Pretoria................................................................................................................. Francois de WetBranch Chair Johannesburg....................................................................................................... Nompumelelo SheziBranch Chair Western Cape....................................................................................................... Adrian ParsadhBranch Chair Kwazulu-Natal...................................................................................................... Holly GlaesarBranch Chair North West............................................................................................................ Marissa de KlerkBranch Chair Eastern Cape........................................................................................................ Sharon Munyaka

SIOPSA FELLOW MEMBERS

Prof. Gert RoodtLate Prof. Johann ScheepersProf. Deo StrümpferDr. Theo VeldsmanDr. Aletta OdendaalProf. Sebastiaan (Ian) Rothmann, Sir

Executive Committee 2016/2017

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SIOPSA HONORARY MEMBERS

Prof. Llewellyn van ZylProf. Frans CilliersProf. Dirk GeldenhuysKim DowdeswellFred GuestDr. Andrew JohnsonProf. Hennie KriekDr. Rod le RouxProf. Ricky MauerKasthuri NainaarStephen RenecleProf. Naas RaubenheimerProf. Anton SchlechterDries SchreuderProf. Hermann SpangenbergProf. Marius StanderProf. Karel StanzProf. Andrew ThatcherProf. Joppie van GraanDr. Jopie van RooyenDr. Leon van VuurenNadene VenterProf. Leo VermeulenAndre WestraatDr. Ralph WortleyProf. Melinde CoetzeeAndre LombardAletta OdendaalProf. Sebastiaan (Ian) Rothmann, SirDries Schreuder

ABSTRACT BOOK COMPILATION

Abstract book compilation……………………………….......................................................... Zandile MjiyakoAbstract book editing………………….................................................................................... Zandile Mjiyako Anne Buckett Programme design ……………………………………........……….......................................... Anne BuckettGraphic design .......…………............................................................................................... Molefe Thwala (MHT Group Pty Ltd) Abstract selection process:

The submission format, review process and acceptance of abstracts handled by the Abstract Review Committee of SIOPSA. All abstracts submitted for the conference were subjected to a blind review process. Abstract Review Committee chaired by Fred Guest, assisted by Dr Crystal Hoole, Manoko Ratala, Ian Siemers, Dr Suki Goodman, Juraida Latif, Dr Sumari O’Neil and Andre Westraat.

Executive Committee 2016/2017

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Welcome from the PresidentOn behalf of SIOPSA, it gives me great pleasure to welcome you, as an esteemed member of our professional society. For 33 years, SIOPSA has dedicated its resources to providing a professional identity and networking platform for individuals and corporates with an interest in industrial and organisational psychology. To this end, SIOPSA exists to empower Emerging and Practicing IO Psychologists, Psychometrists and other affiliates to deliver efficient and effective services, through our multifaceted products and services.

We are particularly excited to host you at the 19th Annual SIOPSA Conference where you will have the opportunity to play an integral role in helping the us create a robust and vibrant platform for knowledge sharing, building new relationships and most importantly, positioning our profession as a strategic role player in the world of work, and thus the economy of our beloved country, South Africa. The theme of the 2017 Annual

SIOPSA Conference is Growth through a Relevant IOP profession, Celebrated Diversity and Collaboration with key stakeholders.

For a long while we have debated and progressively refined the identity of IO professionals in industry. Closely related to our identity, is how we establish, embrace, entrench and enhance the relevance of our profession in industry. The oath that we as IOP professionals take, is far more than a ceremonial highlight as we embark on our IOP journeys. In fact, its tenets are timeless and keenly responsive to and dependent on a profession that is relevant. The Oath refers to our primary responsibility being “…to promote and balance organisational and societal prosperity with human flourishing”. It accepts “… that work forms an integral part of people’s lives”, and it emphasises the link between thriving organisations, committed employees, and a better world for all. The main question here is how do we ensure, in our day to day activities, that this important undertaking is achieved?

Diversity, especially in a cultural melting pot such as the one we have in South Africa, can be seen as both problematic and beneficial. Whilst there is common consensus around building an equitable, just and fair society, there are some amongst us who believe that any form of remedial action is in fact reverse discrimination. It is these polar positions that we are tasked with addressing in the world of work, but most importantly, and primarily, within our own profession at both academic and practice spheres, that minimise our impact in our quest to move both the profession and society forward. To this end, we will establish at this Conference, a Transformation Interest Group to address this challenge.

Last but not least, we say in Africa that “Tau tja hloka seboka, di shitwa ke nare e hlotja!”, loosely translated to infer that “Lions that fail to work as a team, struggle to bring down even a wounded buffalo”. This sentiment is also articulated in a Japanese proverb that says, “None of us is as strong as all of us”. The truth is that we are IOP professionals because of the communities from which we emanate and to whom we must give back and serve. In order to be efficient in our cause, we need to work with various entities and strategic stakeholders representing business, academia, civic society and so forth. At the #SIOPSA2017, we will sign 2 Memoranda of Understanding with the Botswana Association of Psychologists as well as Ethics South Africa, as part of our efforts to address pertinent industry and academic needs, strengthen our relationships and grow the profession, both on the Continent and in South Africa.

For the first time this year, and as part of moving towards a paperless and cost-effective platform, we will share our stimulating scientific program on a mobile platform via the Whova App. This interactive application details the full conference programme, allows for personal scheduling of selected sessions, outlines abstracts and gives presenter/s details. The SIOPA Conference Committee is determined to make #SIOPSA2017 a memorable event, and thus welcomes any suggestions that will help achieve that goal.

We are pleased that you have chosen to join us, and we look forward to engaging with you.

Manoko RatalaSIOPSA President 2016/2017

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@ThomasInt_SA Thomas International South Africa

Website: www.thomas.co.za Tel: +27 (0) 12 111 0821 Email: [email protected]

"Leadership is an action, not a position."

Donald McGannon

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Session Title and Presenter Format Page

1 Collaboration within the Psychology fraternity Keynote address 19 on the African Continent: Mr Monde Kote (PAPU) and Ms Manoko Ratala (SIOPSA) 2 SIOPSA Transformation Workshop: Workshop Mrs Kim Dowdeswell 3 The state of play in professional coaching in Panel Discussion formal organisations: Mrs Ingra Wrogemann (IGCCP) (moderator), Panelists: Dr Aletta Odendaal (UJ), Dr Andrew Johnson (ESKOM Academy of Learning), Dr Bill Price (COMENSA), Ms Beth Norden (Wits Business School), Mr Steven Breger (DynamicDIALOGUE) 4 Engagement as a key element of people strategy: Case Study Mr Jacob De Coning (JvR Consulting), Mr Pieter De Klerk (JvR Consulting) 5 The influence of organisational culture on organisational Research Paper commitment and intention to quit among employees at selected retail organisations in the Western Cape province of South Africa: Miss Talent Zhou (UWC), Dr Bright Mahembe (UWC) 6 The use of assessment tools in industry: A PAI Study Research Paper Mr Kevin Distiller (PAI), Mr Jaco De Jager (PAI), Mr David Bischof (PAI) 7 Applying insights from systems thinking and strategy Case Study development to improve the effectiveness of talent management: Mr Stefan Botes (The Talent Connection)

8 Disabled students perceived barriers to career success: Research Paper Ms Charlize Bredell (UP), Dr Sumari O’Neil (UP) 9 Interest Group for Coaching and Consulting Workshop Psychology AGM

10 IOP: The time to lead is NOW! Master Tutorial Mrs Liza Ashton (BIOSS Southern Africa) 11 Authentic leadership trust and work engagement amongst Research Paper health care workers: Mrs Aysha Ebrahim (NMU), Prof. Marius Stander (NWU), Dr Ederick Stander (NWU) 12 Next generation HR: Ms Sandra Schlebusch (LEMASA) Round Table (moderator) Discussion 13 Organisational Mindfulness: Building a case for Case Study mindfulness in organisations Mrs Dedre Lemmer (Independent) 14 The development and empirical evaluation of a Research Paper psychological well-being at work structural model for geriatric care staff: Ms Christel Vermaak (Total Care SA), Prof. Gina Görgens-Ekermans (Stellenbosch University)

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Session Title and Presenter Format Page 15 Achieve your impossible! Leanne Manas Keynote Address 16 Measurement of ethics risk behaviour in organisations Master Tutorial Dr Paul Vorster (The Ethics Institute) 17 Researching and dealing with unemployment in the Symposium South African context. Prof Ian Rothmann (NWU) (chairperson), Panelists: Mrs Melinda Du Toit (NWU); Ms Leoni Van der Vaart (NWU); Ms Rachele Paver (NWU) 18 Quantification in IOP opinion in personal injury cases - Master Tutorial improving the standard of reports: Mr JP Venter (JPV Business Solutions) 19 Interest Group for Positive Organisational Psychology Workshop AGM 20 Collaborative solutions: Recent developments in the Master Tutorial ergonomics field relevant for IOP: Prof Andrew Thatcher (University of the Witwatersrand)

21 Facilitating change in the new normal- understanding the Research Paper impact of change decisions: Ms Natasha Winkler-Titus (Independent)

22 Does engaging leadership impact on need satisfaction, Research Paper work engagement and workplace boredom? Mrs Anthea Erasmus (NWU), Prof. Leon De Beer (NWU

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Session Title and Presenter Format Page 23 An integrated approach to diversity and inclusion: Keynote address Ms Nene Molefi (Mandate Molefi Human Resource Consultants) 24 How to make ethical decisions: Ethics decision-making Workshop heuristics and social contexts: Dr Leon Van Vuuren (The Ethics Institute), Dr Paul Vorster (The Ethics Institute) 25 Organisational neuroscience: An introduction to basic Workshop principles and their implications for IOP Prof. Dirk Geldenhuys (UNISA), Mrs Jenny Venter (UNISA) 26 Contextual talent analytics: Using forward and backward- Research Paper looking data to gain organisational and individual insights: Mr Fred Guest (TTS) 27 Man vs Machine: Who interprets best? Mr Willie Van Research Paper Tonder (OMT) 28 Psychobiographical analyses of entrepreneurs and Research Paper business leaders: Development and demonstration of authentic leadership in the career of Brand Pretorius Mr Craig Harwood (Coca Cola SABCO), Prof. Roelf Van Niekerk (Nelson Mandela University) 29 From theory to practice: A practical approach on the Case Study implementation of recommendations from a research project: Dr Leon Steyn (ESKOM)

30 Two worlds colliding: Tanzanian and South African Research Paper financial institutions merging diverse milieus and managing change Mrs Annelize Van Niekerk (UNISA) 31 Demonstrating Impact when consulting in complexity: Research Paper Ms Gail Wrogemann (GCW Consulting) 32 Exploring the role of embodiment in coaching for Research Paper authentic leadership engagement Mr Steven Breger (DynamicDIALOGUE)

33 What does a decolonised Industrial/Organisational Panel Discussion Psychology university curriculum look like? Prof. Suki Goodman (UCT) (moderator), Panelists: Prof Jeffrey Bagraim (UCT), Prof Ines Meyer (UCT), Dr Ameeta Jaga (UCT) 34 Talent analytics: Exploring the foundation for data-driven Case Study business solutions: Mr Jaintheran Naidoo (HFM Talent Index), Ms Caitlin De Kok (HFM Talent Index)

35 The systems psychodynamic role experiences of young Research Paper nursing professionals in large hospitals: Prof. Frans Cilliers (UNISA), Prof. Landa Terblanche (Trinity Western University)

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Session Title and Presenter Format Page 36 Workshop 3: Putting positivity into practice: A selection of Workshop positive organisational tools to enable change for good: Dr Marieta du Plessis (IGPOP) 37 Psychological career resources identity and life Poster orientation among young emerging adults Prof. Melinde Presentation Coetzee (UNISA), Prof. Dries Schreuder (UNISA) 38 Gender differences on work-related sense of coherence Poster in a South African sample Ms Sekgoma Ramasodi (UNISA), Prof. Sanet Van Der Westhuizen (UNISA) 39 Job satisfaction and organisational commitment in a Research Paper South African airline: Mrs Lucia Govender (UNISA), Dr Sonja Grobler (UNISA) 40 Computational Modelling for Industrial and Master Tutorial Organisational Psychologists: Mr Francois Lichtenstein (Baobab Inspired Talent)

41 A systems psychodynamic exploration of the impact of Symposium organisational dynamics on the role of consultants in South Africa today: Prof. Frans Cilliers (UNISA) (chairperson), Panelists: Dr Jean Cooper (TILT)

42 Alignment and responsiveness of IOP curricula Research Paper presented at South African universities Prof. Roelf Van Niekerk (Nelson Mandela University) 43 2017 Deloitte Global Human Capital Trends report: Case Study Rewriting the rules for the digital age: Mr David Bischof (Deloitte Consulting) 44 Exploring the coachee’s expectations and experiences of Research Paper the coaching relationship within a state-owned utility: Mrs Karina Viljoen (ESKOM), Dr Daniel Du Toit (NWU), Prof. Marius Stander (NWU) 45 Values-driven risk behaviour and how managers Research Paper perceive it in a large multi-national organisation: Ms Manuella Manolas (TTS)

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Session Title and Presenter Format Page 46 Mindset of a Champion: Dr Henning Gericke Keynote address 47 People Excellence: Towards an integrated strategic Workshop stress test Workshop 4: Prof. Theo Veldsman (UJ) 48 Building an organisational psychology consulting Workshop business (how to thrive as an external consultant): Workshop 5 Mr Stephen Renecle (Stephen Renecle & Associates), Mr Stefan Botes (The Talent Connection) 49 OCD, merging with traditional African wisdom: The Master Tutorial scientist practitioner approach that informed people practices in a global organisation: Dr Rica Viljoen (Mandala Consulting), Dr Anna-Rosa Le Roux (Woolworths Financial Services) 50 Millennial leaders: Ready to lead? Ms Sandra Schlebusch Case Study merge (LEMASA), Dr Martin Lanik (Pinsight) 51 The unconscious meaning of living and working in Research Paper South Africa: Findings from an on-going monthly systems psychodynamic thinking system Dr Jean Cooper (TILT), Prof. Frans Cilliers (UNISA) 52 Conducting a custom competency-based skills audit to Case Study inform decisions and development opportunities: A case Study Mr Francois De Wet (TTS), Mr Jaco De Jager (TTS) 53 People Assessment in Industry Panel Discussion: Workshop Implications of the High Court Judgement to declare the amendment of section 8 of the EEA (section “d”) null and void and of no force and effect Mr. David Bischof (PAI) (chairperson), Panelists: Prof. D.Maree (HPCSA Psychometrics Committee), Dr Sumaya Laher (PSyssA), Prof. Hennie Kriek (ATP), Prof. Deon Meiring (SIOPSA), Mrs Nadene Venter (PAI) 54 Foundational drivers of Mental Performance at work – a Master Tutorial collaborative brain-based approach: Mrs Ingra Du Buisson-Narsai (NeuroCapital), Dr Etienne Van Der Walt (Neurozone), Mrs Leigh Ann Crane-Silber (Leigh Ann Silber Dietician) 55 The world of work of a senior supervisor: The adverse Research Paper impact of organisational and individual wellbeing on human performance: Dr Leon Steyn (ESKOM) 56 The reliability and factorial validity of the Cultural Values Poster Scale (CVSCALE) in a South African military sample: Mr Oscar Mthembu (Stellenbosch University), Ms Linda Semenya (Stellenbosch University)

57 Assessing conflict management styles and work-related Poster wellbeing of employees in higher education in South Africa: Ms Wilmé Van Niekerk (Business Dynamics Consulting), Dr Marissa De Klerk (NWU), Mrs Jeanine Pires-Putter (NWU)

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Session Title and Presenter Format Page 58 Cultural Agility – State or trait: Ms Jacqueline Research Paper Du Toit (TTS) 59 360° assessments: Have we become too lenient? Case Study Dr Daniel Oosthuizen (TTS) 60 #UnresolvedPastMustFall. Universities as a psychological Research Paper container of our unresolved past: Prof. Jeremias De Klerk (USB), Prof. Peliwe Mnguni (UNISA)

61 Ethics and Scope of Practice of IOP in South Africa: Prof. Deon Meiring (UP) 62 Collaboration between, and benchmarking of IOP with Panel Discussion other professions: Dr Anna-Rosa Le Roux (IGCCP) (moderator) 63 Employee Share Ownership Plans (ESOP’s): The softer Workshop side Mrs Sharon Nieuwoudt (EOH Human Capital Solutions), Mrs Corne Blignaut (EOH Human Capital Solutions), Mrs Marie van Schouwenburg (EOH Human Capital Solutions) 64 Does employee engagement matter? A longitudinal study Case Study evaluating the impact of engagement on performance: Mr Dieter Veldsman (Mindset Management), Ms Lydia Mduli (African Bank) 65 A new look at the structural validity of the Five Factor Research Paper Model of the 15FQ+ using Exploratory Structural Equation Modelling (ESEM): Prof. Pieter Schaap (UP), Mrs Elne Van Heerden (UP)

66 Leading our Transformation: A working conference in the Research Paper Tavistock tradition: A critical reflection: Dr Jean Cooper (TILT)

67 Measurement invariance of the South African Research Paper Psychological Ownership Questionnaire: A generational study Prof. Chantal Olckers (UP), Ms Corné Booysen (TTS)

68 The effect of integrity and moral intelligence on authentic Research Paper leadership and organisational citizenship behaviour: Ms Refeloe Matsimbe (SANDF), Prof. Amos Engelbrecht (Stellenbosch University)

69 Launch of Interest Group for Transformation

70 Crowdsourcing the future of Industrial and Organisational Master Tutorial Psychology: Mr Brandon Pleaner (CEB Global)

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Key Note Speaker Biographies

Ms Manoko Ratala - President: SIOPSA

Keynote Address: Collaboration within the Psychology fraternity on the African Continent Ms Manoko Ratala is an Industrial Psychologist by profession, Certified Coach and seasoned Facilitator and has over 20 years’ experience gained from working in the public sector across national, provincial and local spheres of government, government parastatals/entities as well as global private sector organisations based in South Africa. She is currently working with diverse audiences across the African Continent.

Ms Ratala, serves as the current President of SIOPSA. Prior to this portfolio, she held a position of President-elect and Secretary on the SIOPSA Manco, and earlier served as Johannesburg Regional Chair and Secretary. Manoko

is currently in Private Practice/Consulting as a Registered Industrial and Organisational Psychologist. Her consulting expertise includes areas of leadership development, organisational development, medico-legal practice, competency assessments, strategic planning, coaching and social facilitation.

Manoko holds a National Diploma in Library and Information Science; a Master’s in Industrial and Organisational Psychology and is currently studying towards her PhD with a focus on the Decolonisation of the IOP curriculum.

Monde Kote – PAPU Executive Committee Member and President of Botswana Association of Psychologists (BAPsy)

Keynote Address: Collaboration within the Psychology fraternity on the African Continent Monde Kote is a professional and instructor in the area of Psychology, including Measurement

Testing and Evaluation, Educational Psychology, Human Development, Human-Workplace interactions, Training Assessments and the Organizational development. He has also been a Education and Management Consultant and Trainer for several Private, Parastatal and Government bodies on a variety of subject matter.

Mr Kote has been instrumental in the formation of several organizations including the Pan African Psychological Union (PAPU), Botswana Association of Psychologists (BAPsy) and Autism Botswana of which he is servicing as the current President. He is representative member of Botswana to the International Union of Psychological Science (IUPsyS).

Mr. Kote has a Master’s degree in Educational Psychology with an emphasis in Testing, Measurement and Evaluation. He is also the Managing trustee of a non-profit Organization called the Haven Trust which offers Psychosocial support for victims of abuse, male Mentoring and other services to local communities in Botswana. Mr. Kote also serves as the chairperson of Autism Botswana, an organization that provides advocacy and visibility of Autism and autism issues including parent support.

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Leanne Manas – Television Presenter and Motivational SpeakerKeynote Address: Achieve your Impossible!

Leanne Manas is a South African Radio and Television Presenter. She is a Co-Anchor on SABC’s flagship breakfast program Morning Live on SABC 2.

Leanne has interviewed hundreds of top businessmen and women, politicians and entertainers from South Africa and abroad. Highlights include one on one exclusive interviews with Oprah Winfrey and Nelson Mandela, as well as interviews with Celine Dion, Diana Ross, Christina Aguilera, Seal, Sir Richard Branson, Joan Armatrading, John Legend, Jane Seymour, Ronan Keating, the Reverend Jesse Jackson and the Archbishop of Canterbury, amongst others. Leanne, the only Television anchor in the world to join the elite list of Ambassadors for Nelson Mandela’s 46664 campaign, started her career as a news anchor at Radio 702, and then moved to Johnnic Publishing’s

African Business Channel where she became the news anchor for Classic FM. Other radio experience includes work for top stations like Radio Algoa, Jacaranda and East Coast Radio. She launched her television career as the main news anchor for Summit Television. She went on to host two Business programs on SABC 3, Business update and Business Focus, and was also chosen as the National Anchor for the 2004 elections and Presidential Inauguration.

Her qualifications include an Honours degree in English, a Speech and Drama teaching qualification from London Trinity College, and a postgraduate certificate in Economics Journalism from Rhodes University. In her spare time, she teaches Television skills to students at On Cue Communications.

Nene Molefi – MANDATE MOLEFIKeynote Address: An integrated approach to diversity and inclusion Nene is an experienced consultant and facilitator with a track record that spans over 15 years.

She runs her own consulting company, Mandate Molefi and was extensively involved as a lead-facilitator in culture change and leadership development, Diversity and Inclusion

intervention for the Judiciary: The Judges across the 9 provincial High Courts plus the Constitutional Courts and Supreme Court; for Sasol’s Lead Programme aimed at Senior Leadership; for Discovery Peak Performance Programme for Leadership, several Law Firms, Financial Services

Companies. She also works with the Thabo Mbeki Foundation. Advisory Board Member: Auditor General, Board Member: Meals on Wheels, Community Aids Response. Her areas of expertise include: Diversity & Inclusion, Values Work, Leadership Development, Culture Change and Transformation

Nene holds a BA from the University of Fort Hare, BA (Hons) University of Cape Town, Masters in Leading Innovation and Change – York SJ University, (York, UK) and Executive Leadership Development, Stellenbosch Business School.

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Henning Gericke – Sports Psychologist and Motivational SpeakerKeynote Address: Mindset of a Champion Dr Henning Gericke is a South African sports psychologist and motivational speaker. He has a doctorate in clinical psychology and over 17 years of experience in private practice and counselling sport and business teams. As the sports psychologist who helped the Springbok Rugby team claim the title of World Champions in 2007 and mentally prepare Olympic Champion Cameron van der Burgh to achieve his life-long dream, Dr Henning Gericke has a wealth of insight into the mind of the champion. He has years of experience in working with champions, helping them to develop their dreams, empowering them with the mental skills, resilience and composure to achieve them, as well as instilling the winning habits which are crucial to the champion mindset.

In his talk Dr Gericke discusses crucial aspect of the champion’s journey effectively, blending principles of psychology, Eastern philosophy, inspiring anecdotes and powerful quotations. At the end of his talk, he challenges the audience to ‘Reflect and Act’. Henning will inspire and leave you empowered.

BOARD AND EXECUTIVE EXPERIENCE

• Past Non-Executive Director of 2 listed companies • EAP Practitioner at Eskom • HR and Employment Equity for Eskom • Department of Labour: Head of HR • Foreign Affair: Chief Director • City of Cape Town: Executive Director

INTERNATIONAL WORK/EXPERIENCE:

• Facilitated bold conversations on race in Minneapolis, USA • Presented at Carnegie Mellon University (Pittsburgh) • University of St Thomas on Global Diversity and Inclusion practices • IPM Zimbabwe on Effective HR Strategies • IPM Namibia • Facilitated Unconscious Bias dialogue and Inclusion in Hamburg, Germany • Facilitated dialogue in Lake Charles Louisiana, Global teams in

ASSOCIATE LECTURSHIP/GUEST LECTURER

• Gordon Institute of Business (GIBS) • University of Stellenbosch Business School • University of Pretoria • Thabo Mbeki, African Leadership Institute

SPECIALISED TRAINING AND ACCREDITATION

• Neuro Linguistic Programme – NLP • Ontological Coaching – New Fields Network • Co-active Coaching and Leadership Programme – San Francisco • Arnold Mindel Progress Work and Deep Democracy • Training in Psychodynamics • Mindfulness Training • Expert Panelist – Global Diversity Inclusion Benchmark • Member of Diversity Collegium • Institute of People Management (IPMSA)

Highlights of his career include: • 2004 – 2007: Springbok Rugby Team: Rugby World Cup champions, Player, Coach and Team of the Year. • 2008: Sharks Rugby Team: Currie Cup Winners • 2010: Working with Bafana players at training camps in preparation for FIFA World Cup 2010 • 2012: Working with the South African Olympics Swimming Team 2012.

A keen athlete himself, he has personal experience in both the highs and lows of the competition, and knows what it takes to break the mental barriers which inhibit us from succeeding.

Henning’s Personal Career in Sport: Africa record holder 4x1500m relay; Junior Springbok colours in Athletics; 7x S.A. Junior records; World record for16-year old in the 1500 meter; 10 Times sub 4-minute miles; Craven Week Rugby Captain.

Qualifications: BA Psychology – 1988; BA Hons. Psychology cum Laude – 1989; Master’s Degree Clinical Psychology Cum Laude – 1991; D. Phil Clinical Psychology – 1996. All from the University of Pretoria

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Abstracts Day 1: Tuesday, 25 July 2017

1. Keynote AddressCollaboration within the Psychology fraternity on the African ContinentMs Manoko Ratala (President: SIOPSA) and Mr Monde Kote (President: Botswana Association of Psychologists) This joint keynote address focusses on the urgent need for effective inter-organisational collaboration, across the African continent. Collaboration is defined as a durable relationship that brings previously separate organisations into a new structure with commitment to a commonly defined mission, structure, or planning effort. Through collaboration psychology practitioners can deliver services in a more effective and meaningful way to civil society, and in our case business and industry. However, collaborative advantage can only be achieved when something unusually creative is produced. The presenters will explore key drivers, collaboration opportunities and required action steps to realize mutually beneficial collaboration on Industrial and Organisational Psychology matters in Africa.

This session culminates in the signing of an MOU between SIOPSA and BAPsy.

2. SIOPSA Transformation Workshop

3. Panel DiscussionThe state of play in professional coaching in Panel Discussion Formal Organisations Mrs Ingra Wrogemann (IGCCP) (moderator), Panelists: Dr Aletta Odendaal (UJ), Dr Andrew Johnson (ESKOM Academy of Learning), Ms Beth Norden (Wits Business School), Mr Steven Breger (DynamicDIALOGUE)

Orientation: Coaching and coaching psychology has made some significant strides towards professionalisation. The move towards professionalisation is supported by the emergence of coaching qualifications and frameworks for validation of coaching credentials from various coaching associations.

Aims, Objectives and Purpose: The aims of this session include:

1. Exploring best practice criteria or models of professional standards, qualifications and self-regulation frameworks deployed by other acknowledged professions in SA like the legal profession. 2. Differentiating between accreditation, certification and CPD for verifying coaching competence. 3. Pathways to Professionalisation: views from coaching lead bodies like IGCCP, COMENSA, and ICF amongst others. 4. What the Recipients of Coaching in Corporate organisations look for regarding coaching credentials.

Workplace Application and Future Focus: Applied in formal organisational contexts, the practice of coaching and coaching psychology has the potential to have a positive impact by supporting individuals and organisations to achieve enhanced standards of functioning and well-being.

To ensure delivery on this potential, there needs to be more evidence of dialogue about common standards and approaches, concerning a unified strategy and concrete collaboration between coaching stakeholders as well as a coaching associations.

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4. Case StudyEngagement as a key element of people strategyMr Jacob De Coning (JvR Consulting), Mr Pieter De Klerk (JvR Consulting)

Context/Orientation: Come see how companies embed engagement within their people strategies and how partnerships drive improvement.

Motivation for the Project: A major multi-national mining company wanted to gain a better understanding of their staff members’ engagement levels and map these against its people strategy. Their people strategy covers strategic drivers, projects to action these drivers and desired outcomes.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions

provided: To achieve this strategy, the mining company partnered with JvR Consulting to design and co-facilitate an engagement project. A new survey was developed which assessed outcomes against the client’s specific needs, rather than a general survey of engagement levels.

Main Findings: Results from the survey painted a fairly positive picture; clearly there are a lot of areas that are functioning well. The sample size of 2461 respondents also lends some credibility to the results. However, the Qualitative comments point to several areas that can still be improved. The results are summarised well by a recurring comment from the survey: I am proud to work here but…

Practical/Managerial Implications: The approach used allowed for the relationship between the people strategy and reported engagement levels to be determined. - This allowed the organisation to adjust their strategy and actions to better position themselves to reach their strategic outcomes.

Contribution / Value Ad: This session will provide valuable insights into survey design within a multi-cultural and multi-lingual context. The real contribution however lies in lessons learned from building partnerships between corporates and consulting firms and playing to each parties strength. It allowed the project team to achieve their goals on time, within budget and to shape organisational strategy. These lessons will become increasingly important as we seek to grow our people and industry to meet new challenges and take advantage of new opportunities.

5. Research PaperThe influence of organisational culture on organisational commitment and intention to quit among at employees selected retail organisations in the Western Cape province of South Africa Miss Talent Zhou (UWC), Dr Bright Mahembe (UWC)

The economic environments in the world have been punctuated by exponential growth in the past few decades. The rapid and continuous growth has brought about numerous changes in the business world which has demanded high levels of management practices as organisations fight for the important resources that help them achieve their competitive advantages. Amongst the resources being fought for is human capital, employees have become one of the major resources that an organisation would want to retain. The turnover of employees to other organisations results in decreased production and a spike in the costs, through continuous, recruitment and training. A skilled workforce has become the prime attraction to every employer. As a way of retaining the workforce and maintaining the competitive edge, it has become a primary obligation for organisations to build a well desired and conducive environment for the employees to ensure commitment and high levels of productivity. Therefore, an understanding and study of the views, perspectives and opinions of employees about their organisations will be a value add in the further development of organisations, their environment, their culture and practices.

The present study sought to establish and understand whether organisational culture influences organisational commitment and turnover intentions in the retail industry. The rationale to look into the retail industry was the fact that the retail is considered to be one of the fastest growing industry (Gauteng Province Quarterly Bulletin, 2012) it is therefore important to understand how organisations that are expanding on a fast-paced rate are viewed by their employees. The hypothesised relationships that were proposed for the study, were the relationship between organisational culture and commitment, the relationship between commitment and intention to quit (turnover intentions) and the relationship between organisational culture and intention to quit.

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157 participants took part in the study. The sample was made up of employees in four selected retail organisations in the Western Cape. The organisational culture was assessed using the Denison culture model, organisational commitment was assessed using the Meyer and Allen commitment scale and the intention to quit was assessed using Roodt’s turnover intention questionnaire. Item and dimensional analyses were conducted on the scales to identify poor items and ensure the uni-dimensionality of the subscales before calculating item parcels. The hypotheses were analysed through structural equation model using the Partial Least Squares (PLS-SEM) technique.

The results indicate a significant positive relationship between organisational culture and commitment and a negative relationship between organisational commitment and turnover. The relationship between organisational culture and commitment was not supported in the study. The results of the study provide useful information in the further development of the environment within the retail organisations in order to be able to retain and increase commitment as well as productivity amongst employees.

6. Research Paper The use of assessment tools in industry: A PAI StudyMr Kevin Distiller (PAI), Mr Jaco De Jager (PAI), Mr David Bischof (PAI)

Context / Orientation: How do IO Psychologists operate in the legislative context in South Africa, what tools are used, are these are on the current list of assessments?

Research Purpose: This study uses empirical data to explore how IO Psychologists operate in the current uncertainty that the psychometric testing arena is in. It explores which of the tools on the current list of assessments are used regularly, and whether other tools not currently on the list are being utilised.

Motivation for the Study: The uncertainty pertaining to the meaning/scope of the EEA’s clause on assessment, and disconnect between statutory requirements and the HPCSA’s capacity to classify and certify tests/instruments. This study seeks to understand how the psychologists are managing to operate in this climate.

Research, Design and Methodology: A questionnaire was developed. This was emailed out to the entire SIOPSA member database. Basic statistical techniques ascertained which assessments from the list are being used y, and what tools not on the list are being utilised. Qualitative comments were gathered and analysed.

Main Findings: The final analysis has not been completed at the time of this submission

Practical / Managerial Implications: Key implications are that a better understanding of how the IO community are operating within the uncertainty of the current legislative climate will be provided. This is because it will be clear which tools are being used from the current list, and what type of tools not on the list are being utilised.

Finally, this study will be invaluable in resolving the current uncertainty that the IO community finds itself in, by exploring the reasons that psychologists choose to use tools not on the list and their opinion of the current legislation.

Contribution / Value-Add: PAI has contributed to an amicable resolution of the above dilemma by recording the opinions and experiences of the IO community. This will assist all stakeholders work towards a List of Classified and Certified Psychological Tests / Instruments that are more representative of current practitioner needs. In addition, it seeks to shed light on what could be meant by other similar assessments, This should enable key decision-makers to make well-informed judgements based a representative understanding of current assessment practice in South Africa.

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7. Case Study Applying insights from systems thinking and strategy development to improve the effectiveness of talent management

Mr Stefan Botes (The Talent Connection)

Context/Orientation: Talent management is one of the most pressing challenges for IOP, Human Resources professionals and organisation leaders in general currently.

Motivation for the project: Despite the theoretical and empirical attention to talent management as well as the efforts of practitioners as well as the efforts of practitioners in the field, effectiveand strategic talent management, is not often reported.

The purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: 1) Exploring mental models pitfalls that underpin current talent management practices.2) Providing alternative ideas, borrowed from systems thinking and scenario planning to these models as a way to mitigate pitfalls.3) Successful application in a multinational company is reported.

Main findings: Research conducted within a large corporate in SA echoes business leaders dissatisfaction with current processes. In a critical analysis of current thinking around talent management, the core pitfall identified by the presenter is the reductionist paradigms that underpin the practice of talent management. Systems theory/thinking and address the pitfalls associated with the process. Introducing some of these principles in the talent management process in a multinational organisation has yielded positive results, both in terms of the objective measurement as well as the reported satisfaction by the senior stakeholders within the organisation.

Practical/Managerial Implications: Talent management is one of the most pressing challenges for IOP, Human Resources professionals and organisation leaders in general. Statements such as “The war on talent”, “Talent as the new competitive advantage” are pervasive in titles on bookshelves and corridor talk in businesses. Most business and organisational leaders agree that talent is one of the most important forms of capital. Talent, together with other intangible assests, are however not well served by mechanistic and reductionist thinking and tools based on these models. Talent is fluid and often vested not in individuals but teams. A Systems approach is therefore far more useful than the field of Talent Management Furthermore the dynamic context and nature of organisations make the linear thinking about the future inept both regarding strategy and talent management.

Contribution/Value-add: Scenario thinking in conjuction with systems thinking provides very useful frameworks to manage talent more effectively and strategically, even in enviroments that are known for talent scarcity and intervention driven by a socio-political agendas.

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8. Research Paper Disabled students perceived barriers to career successMs Charlize Bredell (UP), Dr Sumari O’Neil (UP)

Context / Orientation: When students with disabilities are well-prepared to enter the workplace, high levels of objective and subjective career success can be possible.

Research purpose: The purpose of this study was to explore the difference between perceived and real barriers of career success for disabled students in South Africa.

Motivation for the Study: Investigating career success is important, since disabilities workers want to succeed in their careers. Understanding the perceived barriers to career success will also aid in understanding how prospective disabled workers can be better informed, and prepared to adapt to their future workplace.

Research design, approach and methodology: A qualitative research approach was taken which included 19 visual impaired students. Data was collected using a non-probability purposive sampling method, semi-structured interviews and a card-sorting elicitation technique. Data was analyses using thematic analysis.

Main Findings: Barriers to career success function on an individual, organisational and environmental level. More challenges are presented by the environment and organisation than from within disabled individual themselves.The perceived barriers that students mentioned included all of the barriers identified in the literature and in addition lack of independence, opinion and relationships. Lack of independence was added on an individual level, which relates to visually impaired students being dependent on others when they for instance, “can’t get a driver’s license or navigate unfamiliar environments”. Group opinion is defined as barriers that relate to society in general, and refers to the perceived opinion of others of the disabled person. Relationships refers to the disabled students’ inability to connect with others because of their visual impairment. Visually impaired students are not able to “see” friends, family and prospective life partners.

Based on the correspondence between the perceived and real barriers, the visually impaired students who were part of this study seemed to have a clear idea of what challenges to expect in the workplace. According to the students there will always be barriers everywhere, and by creating awareness, it will make it easier. They find it easier to adapt if they know what to expect. It is important for visually impaired students tohave time to mentally prepare for the workplace.

Practical / Managerial Implications: For the workplace, the needs of disabled employees can be determined through screening and selection, creating awareness and reasonable accommodation. These measures can be supported through:

1) doing initial health checks once employed to determine the extent of the disability for optimal unctioning;

2) managing psychological damage if any;

3) when employing disabled people, managers need to be sensitised before, during and after employment to ensure full preparation for managing a student with a disability or specifically a visual impairment; and

4) placing disabled employees in positions visible to others to ensure that they feel valued and part of the larger organisation, improving their self-esteem and eliminating token status.

Contribution/value-add : The possibility of successful employment for people with disabilities is much lower than for those without disabilities. Disabled people experience persistent barriers in the labour force when becoming employed. This study aided in understanding what barriers are perceived by prospective disabled workers and in so doing helped closing the gap in understanding between what is perceived and what is real.

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10. Master Tutorial IOP: The time to lead is NOW!Mrs Liza Ashton (BIOSS Southern Africa)

Context / Orientation: The role of IOP practitioners will need to change, but will become more important than ever in the future world of work.

Aim, Objective, Purpose: Faced with the claim that automation and artificial intelligence (AI) are poised to replace most of today’s workforce, most professionals believe they will emerge largely unscathed. They maintain that human experts will be needed for work that calls for judgment, creativity, and empathy. This paper challenges the idea that all professionals will be spared. I expect that within decades the traditional professions will be dismantled, and professionals will be replaced by less-expert people, new types of experts, and high-performing systems. What will the role of OIP be in this future?

Areas of Focus and Learning Outcomes: 1.IOP as profession needs to change and technology may force us to. What is currently happening in other professions?2. The changing world of work and the workforce of the future: Trends shaping the future of IOP 2.1 The Employee Experience comprising of three environments: the physical, the cultural and the technological. 2.2 Data and Analytics: Not only is there a lot of employee data that is becoming available but HR teams also need to understand what to do with that data and how to make sense of it. 2.3 The Contractors/Freelancer Economy. 2.4 Shift from Work-Life Balance to Work-Life Integration. 2.5 Human Judgement vs AI. 2.6 Working relationships, power, decision-making and accountability in a future where AI is prevalent. 2.7 Corporate Social Responsibility and Sustainability and the domain of the IOP.3. Implications for the future

Theoretical Paradigms / Approaches: I have conducted around 100 interviews, not with mainstream professionals but with leaders and new providers in eight professional fields: health, law, education, audit, tax, consulting, mining, financial services and construction. My focus was on what has actually been achieved at the cutting edge. I have also immersed myself in over 500 related sources — published books, internal reports, and online systems. I have found plenty of evidence that radical change in professional work is already under way.

Workplace Application and Future Focus: How do we prepare IOP practitioners for a future world of work that will remain largely uncertain?How do we position the profession for the future? The social impact of automation. Atomization may accelerate the already widening economic inequality around the world. Many people can see not just their standard of living, but their ability to earn a living at all, disappearing. Impact on Working Relationships: Human Resources and machinesImpact on Power, Authority and consequences of decision-making, when algorithms are involvedThe need for human judgement

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11. Research Paper Authentic leadership trust and work engagement amongst health care workersMrs Aysha Ebrahim (NMU), Prof. Marius Stander (NWU), Dr Ederick Stander (NWU)

Context / Orientation: The public health care sector in South Africa, challenges faced by this sector, the need to analyse and address these challenges are imperative.

Research Purpose: The main objective of this study was to conduct a thorough investigation on the relationship between authentic leadership and work engagement and; to see if employees’ perceived their leaders as being authentic, in turn if this could influence the levels of trust.

Motivation for the Study: The motivation for this study came about by seeing the current state of public health care and the need to create awareness around leadership. If the correct leader is present, this might improve the attainment of outcomes despite the lack of resources and other challenges faced.

Research, Design and Methodology: Quantitative research approach; cross sectional survey design with a total sample of 633 employees from various public health care institutes. Measuring instruments included the Authentic Leadership Inventory (ALI), Workplace Trust Survey (WTS) and the Utrecht Work Engagement Scale (UWES).

Main Findings: Both the trust referents (trust in co-worker and trust in supervisor, played a significant role in the relationship between authentic leadership and work engagement. Results indicated that authentic leadership through trust in co-worker had a greater indirect effect on work engagement than through trust in supervisor, although both showed a significant impact. Furthermore, it was found that a direct path way does not exist between authentic leadership and work engagement, however factors such as trust in co-worker and trust in supervisor can help in strengthening the relationship between authentic leadership and work engagement.

Practical / Managerial Implications: By having a better understanding of how leadership can impact trust, work engagement and work performance, organisations can work together with its employees to achieve their goals by utilising a leadership style that is likely to assist them in reaching organisational goals. This studywill also guide future interventions; it will further educate individuals on the concept of authentic leadership and the benefits thereof.

Contribution / Value Ad: The findings highlight the importance of authentic leadership and trust in co-worker and trust in supervisor as contributors to ensuring work engagement. The author would like to contribute to the existing literature on Authentic leadership, but specifically in this sector and the ability of others to see a leader as a resource.

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12. Round Table DiscussionNext generation HRMs Sandra Schlebusch (LEMASA) (moderator)

Context / Orientation: It is the presenters belief that HR is at a tipping point and that the function requires redefinition if it is to be relevant in the future.

Aim, Objective, Purpose: The discussions will aim to address four questions:

• What are the key challenges that leaders will need to deal with in the next decade and what are the implications for HR?

• What will the successful organisation of the future look like and what will be the implications for HR?

• Based on the above discussions, what will HR look like in the future? It is proposed that HR will be dominated by new and social technology and the role of professionals will be focused on organisational effectiveness.

• What are the new competencies that HR professionals will require to succeed in the future?

Workplace Application and Future Focus: The purpose of the round table will be to allow delegates to engage in a conversation about the future roles of HR. The basis for the conversation will be reviews of literature and the outcomes of multiple cross functional focus groups held over the first 6 months of the year in collaboration with the SABPP. The intention is to be provocative and challenge the relevance of many current assumptions about the future role of HR. The outcomes will be used as input into a proposed book about the topic to be published at the end of 2017.

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13. Case Study Organisational Mindfulness: Building a case for mindfulness in organisationsMrs Dedre Lemmer (Independent)

Context/Orientation: A mindful organisation performs more reliably than their competitors.

Motivation for the Project: To instil mindfulness in organisational cultures is challenging. Mindfulness does not ‘look’ active and does not resonate the behaviour that’s often considered ‘high performance behaviour’. The challenge: To convince organisational leaders to use mindfulness to change organisational culture.

Purpose of the Project, Underpinning Scientific Principles: Pre-mindfulness organisational culture were researched through qualitative and quantitative measures such as questionnaires, interviews and focus groups. Eight week mindfulness programs were introduced at predetermined levels within the organisation. Culture were measured post-mindfulness.

Main Findings: “Some organisations integrated mindfulness into their culture and some not. Post program interviews were conducted to determine why some organisations were not susceptible to mindfulness. Results showed that resistance from top management or ‘perceived’ leaders (not always formal leaders) and dysfunctional systems were the main barrier. It can thus be hypothesised that organisational mindfulness cannot be successfully taught to employees without paying attention to the formal and informal leadership domain of the organisation. Peter Drucker, the godfather of management consultancy, famously said “culture eats strategy for breakfast”. This study proved Drucker’s words to be true - if you ignore dysfunctional systems and toxic leadership or a focus on short-term profits when considering mindfulness training for the organisation, the organisation’s culture will eat your mindfulness strategy for breakfast.

Organisations integrating mindfulness into their strategy and culture reported more focused and more productive employees. The changes were measured by looking at organisational processes, systems, the culture: to what extent has “the way people do things around here” changed as a result of bringing mindfulness into the organisation.

While the benefits of mindfulness for organisational culture were found to be many, perhaps the most important finding was the direct correlation with improved performance. Performance results showed that practicing mindfulness improved employee’s performance on all types of tasks. Mindfulness improved their ability to focus and this focus carried over into everything they do and ultimately into the culture. Mindfulness teaches the skill to avoid distractions and bring a heightened level of concentration to the workplace.

Practical/Managerial Implications: Introducing mindfulness in organisations is a huge challenge. Mindfulness practice is rather abstract. There are no correlation between the behaviour displayed when practicing mindfulness and ‘high performance behaviour’. To many it looks passive and unproductive. The biggest challenge is to overcome this hurdle - management gets stuck at this point. To counteract resistance, it is a good starting point to present the actual scientific evidence of how mindfulness changes the structure of the human brain.

The second strategy is to start with management. Only when management experience the impact and benefits of mindfulness, will they allow the practice into their organisation and support the intervention. Organisational culture will not adapt mindfulness of management doesn’t practice it actively.

Contribution/Value-add: Many individuals reap the benefits of mindfulness in their personal capacity. The time for organisations to move from being mindless to mindful is now.

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14. Research PaperThe development and empirical evaluation of a psychological well-being at work structural model for geriatric care staffMs Christel Vermaak (Total Care SA), Prof. Gina Görgens-Ekermans (Stellenbosch University)

Context / Orientation: Increased understanding of the factors which contribute to nursing staff’s well-being could enable management practices to optimise staff well-being.

Research Purpose: This study aimed to deepen the understanding of psychological well-being among geriatric care staff through assessing the role and interaction of various resources and demands, by means of the J-DR model.

Motivation for the Study: Nursing staff’s psychological well-being impacts the quality of care provided to their patients. Increased understanding of their psychological well-being at work could enable more effective management practices.

Research, Design and Methodology: An ex post facto correlation design was used. A convenience sample (n = 206) of geriatric care staff completed a composite questionnaire. The measurement instruments were evaluated through item analysis and CFA. The structural model was fitted using Structural Equation Modeling (i.e. LISREL).

Main Findings: The results revealed that 7 of the 12 paths in the structural model were found to be significant. Both aspects of hedonic well-being, namely positive affect and negative affect were found to be significant predictors of psychological well-being at work (PWBW). This finding supports the broaden-and-build theory of positive emotions (Fredrickson & Joiner, 2002) which underlies the model. Calling emerged as a significant predictor of both positive affect and eudaimonic well-being (EWB). The former finding suggests that calling, as a positive psychological capacity, predict positive emotions (e.g. interest), and the latter could be attributed to the sense of meaning that is central to the calling and EWB constructs. Illegitimate tasks were shown to significantly influence negative affect due to the inherent negative nature of the construct. Occupational coping self-efficacy (OCSE) had a direct effect on job crafting, suggesting that individuals with higher OCSE interpret job stressors as challenges, and are more likely to engage in proactive behaviour, such as Job Crafting, that will enable them to deal with their tasks more effectively. OCSE also predicted EWB.

PWBW also predicted OCSE. In line with Hobfoll’s (1989) Conservation of Resources theory this finding underscores that resources are crucial to the well-being process and that it could enable resource gain spirals.EWB did not emerge as a significant predictor of PWBW. Support was not found for the moderating effect of job crafting on the calling and EWB relationship, nor for the moderating effect of illegitimate tasks on the calling and EWB relationship. It was argued that the lack of support for these relationships could be contributed the integrity of the EWB scale and the language proficiency of the sample.

Practical / Managerial Implications: The practical value of the study lies in the exploration of some of the antecedents of PWBW. Based on the research findings, three main recommendations are presented in order to cultivate healthy levels of PWBW in geriatric care staff.First, organisations could develop selection procedures to incorporate consideration of personal resources, such as Calling. The results suggest that calling orientations at work could naturally improve well-being. This is important given than Calling is particularly relevant for the health care sector as these employees have been found to generally report higher levels of Calling, than employees in other economic sectors. Second, organisations could implement intervention programs designed to develop personal resources such as OCSE. High self-efficacy beliefs are likely to result in greater effort exerted to successfully complete tasks. This type of state-like resource can be developed through training initiatives. Third, organisations could attempt to minimise hindering job demands such as Illegitimate Tasks. Nursing staff are faced with direct and indirect care tasks (or non-nursing tasks). Although illegitimacy may be perceived in both types of tasks, it is more likely that the latter might be perceived as illegitimate. Hence, organisations could structure care staff tasks with minimal indirect care tasks and clarify expectations for, and reasoning behind tasks, to minimise the likelihood that a task would be perceived as illegitimate.

Contribution / Value-Add: This study provided relevant insight to some of the underlying processes that influence PWBW that could assist organisations to design interventions specifically tailored to increase the PWBW of geriatric care staff, which could ultimately lead to improved quality of care provided. This study also contributes to the current literature, not only through the actual research findings, but also through the recommendations for future research. Arguments for possible modifications to the structural model are presented that consider the removal of insignificant paths and the addition of other paths.

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15. Keynote Address: Achieve your impossible!Leanne Manas (Television Presenter and Motivational Speaker)

It’s not about conquering a mountain, it’s about conquering yourself. Some people wake up every day doubting their ability to achieve their goals however big or small. Take the leap and realise your true potential by stepping outside your comfort zone. Leanne Manas takes you on a motivational journey through her life – from being the shyest little girl in the class to becoming one of the most recognisable face on SA television.

Hear about her encounters with Presidents, Celebrities and everyday South Africans and the lessons learnt along the way. None of this would have been achieved without the courage and self-belief that this was possible.

16. Master TutorialMeasurement of ethics risk behaviour in organisationsDr Paul Vorster (The Ethics Institute)

Context / Orientation: Although, ethics risk behaviour can be detrimental to organisations it is a concept that is not well defined and measured in practice.

Aim, Objective, Purpose: This workshop intends to introduce delegates to the measurement domain of ethics risk behaviours and their management. A practical demonstration of item writing, rating scale design, psychometric evaluation of results, and reporting on ethics risk behaviours will be presented. This will be accomplished by evaluating the data collected on an existing ethics risk inventory (n = 8529). Statistical evaluation methods for evaluating the validity and report structure of ethics risk behaviour will also be presented.

Areas of Focus and Learning Outcomes: The primary learning/focus areas of this session include:- Understanding ethics risk behaviours and their role in ethics risk management.- Understanding how ethics risk behaviours can be measured. - How to formulate items and rating scales for ethics risk behaviour measurement. - Introduction to statistical techniques to evaluate the measurement of ethics risk behaviour. - How to report results on ethics risk behaviours based on statistical evaluations.- How to use results from an ethics risk behaviour measure to inform and guide the ethics risk management process.

Theoretical Paradigms / Approaches: This session follows a quantitative survey research design method. More importantly, this session focuses on the application of classical and item response theory approaches to a single ethics risk behaviour inventory and how these techniques can be used to evaluate and guide reporting on ethics risk behaviours.

Workplace Application and Future Focus: This session will act as a primer to industrial/organisational psychologists on ethics risk and ethics management. Since ethics risk behaviours can have reputational and financial implications for organisations, knowing how to measure and manage ethics risk behaviour becomes a critical function in all organisations.

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17. SymposiumResearching and dealing with unemployment in the South African contextProf. Ian Rothmann (NWU) (chairperson), Panelists: Mrs Melinda Du Toit (NWU); Ms Leoni Van der Vaart (NWU); Ms Rachele Paver (NWU)

General Orientation, Purpose and Contribution: In South Africa, between 26 and 37 percent of the working-age population is unemployed. Unemployment is one of the biggest challenges, causing economic, psychological, and social costs. Dealing with the challenge remains a priority for relevant stakeholders. Subsequently, we need to investigate who is unemployed to enable the design of interventions tailored to the context in which we operate. The contributions in this symposium include a qualitative study on the experiences of unemployment in two townships in South Africa, two quantitative studies to develop profiles of unemployment in two large samples of unemployed people in townships in Gauteng, a study on the interventions currently implemented to help unemployed people in South Africa, and lessons learned from including community members in an advisory board for the study. The symposium captures the valuable lessons learned to research unemployment, to understand unemployed people, and to implement interventions to deal with unemployment.

Presenter 1 Presentation Summary:

Introduction: Unemployment poses a serious threat to individuals’ psychological well-being and the social stability of communities where unemployment is affecting the majority of households (most current available statistics on the unemployment rate in the township Orange Farm in 2012, stood at 60%). (Affordable Land & Housing Data Centre, 2016).

Objectives: This research endeavours to arrive at an in-depth understanding of the experience of unemployment by listening to the “black township voice” conveying their realities in confronting unemployment within their specific communities. A gap exists in current knowledge specifically regarding the socio-psychological causes, impact, and consequences of unemployment in interaction with the contextual realities and conduct within a township community.

Design / Methodology: In-depth, semi-structured interviews with 12 unemployed individuals, residing in two townships in Gauteng, South Africa, were conducted. Exploratory and descriptive questions were used. The main objective with these 90-minute interviews was to construct stories and narratives from the participants in an informal, conversational manner. The interviews were transcribed and translated and through employing Atlas-ti as a tool to aid with the analysis of the data, 25 themes were identified.

Results: The analysis of the data revealed how the specific context in which unemployed individuals find themselves, impact significantly on their experience of being unemployed. The 25 themes identified, elucidates the dynamic interaction between the phenomenon of unemployment and the context within which this phenomenon plays out. Their African traditional believes; their values, attitudes, behaviour and expectations which was shaped by cultural conventions (community-communal accepted standards or “rules”); their coping strategies; their feelings; the meaning of the space they occupy; perception of work and employment together with their understanding of the process of acquiring a job, all contributed to an improved understanding of the unemployed person’s lived experience.

Conclusion: The researcher’s expectation is that, with these results, a deeper understanding will be reached concerning the lived reality of the black unemployed person living in townships in South Africa.


Introduction: Past research identified five types of unemployed based on their attitudes, behaviour, and experiences: optimists, desperate, discouraged, adaptive and withdrawn, each coping with unemployment in a different way. Furthermore, following Self-Determination Theory, the unemployed are said to differ in job search motivation ranging on a continuum from intrinsic to external.

Objectives: The aims of the first study were to investigate a psychosocial typology of unemployed people in South Africa and to analyse the different types of unemployed people based on biographical differences. The aims of the second study were to examine profiles of job search motivation among the unemployed and to explore the relation between the profiles and affective experiences, commitment to employment and job search behaviour.

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Design/Methodology: A questionnaire was administered to two convenience samples – 381 residing in the North-West Province and 865 residing in the Gauteng Province. Data analysis was performed using latent class analysis to categorise people depending on their responses to the variables. Cross-tabulations and multivariate analysis of variance were used to explore differences between motivational profiles and experiences, commitment and behaviour.

Results: In Study 1, latent class analysis (LCA) identified four types of unemployed: optimists, desperate, discouraged and adapted. They differ regarding background characteristics – age, education, unemployment duration, and the evolution variables. In study 2, LCA highlighted distinct motivational profiles with significant associations between their profiles and background characteristics. Comparison of these profiles also demonstrated significant differences regarding experiences, attitudes and behaviours.

Conclusions: Study 1 identified different types of unemployed and confirmed that people – with different background characteristics - have different reactions to the same life event of unemployment. Study 2 highlighted the differential impact of motivational regulations on individual outcomes and confirmed that people – with different background characteristics – differ in their motivational profiles. Therefore, unemployment programmes should consist of various components, addressing the needs of specific, yet different, groups.


Introduction: Bearing in mind the causes, consequences and the dreaded state of unemployment in South Africa, an urgent need exists to address this problem. In general, limited information and research is available on initiatives aimed at alleviating unemployment, especially in two areas where unemployment is exceptionally high, namely, Emfuleni and Orange Farm. As a means of addressing the problem, it seems important to determine what programs are available in these communities, and whether these initiatives are effective in assisting the unemployed.

Objectives: The first aim was to identify programs that focus on assisting the unemployed. In line with the first objective, we aimed to determine whether these programs are effective in helping those who are unemployed, and to identify possible gaps. Secondly, we aimed to put together a directory, consisting of unemployment programs in the involved communities.

Design/Methodology: This study comprised two stages. Firstly, any documents/information regarding unemployment initiatives in Emfuleni and Orange Farm was collected from various sources. Content-analysis was used to analyse the data from the collected documents. Secondly, information gained from the documents was used to identify various unemployment programs. People involved in the different programs were approached and asked to partake in semi-structured interviews, enquiring about the program.

Results: Two major findings were evident. Firstly, information regarding programmes for the unemployed are, in general, either unavailable or difficult to access, and also unstructured. Involved stakeholders function in isolation and are usually unaware of each other. Secondly, important interventions aimed at increasing unemployed peoples’ experience of unemployment (coping with being unemployed, increasing their level of psychological needs satisfaction, motivational regulation, and well-being) are limit.

Conclusion: This study provides evidence that effort needs to be focused on creating a system where various role players can be informed of existing programs. Furthermore, findings also serve as a basis to justify an intervention that focuses on the psychological aspects of unemployment.

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18. Master TutorialQuantification in IOP opinion in personal injury cases - improving the standard of reports Mr JP Venter (JPV Business Solutions)

Context / Orientation: The Road Accident Fund, actuaries as well as advocates have been complaining about the standard of Industrial Psychologist’s reports in this field.

Aims, Objectives and Purpose: The premise of this tutorial is that an increased focus on quantification will increase the rigour and standard of reports. So this premise will be explained. Quantification tools and methods will also be provided and explained so that participants can walk away with some useful methods

Areas of Focus and Learning Outcomes: - Contamination between the legal and industrial psychology fields- Bad habits that has developed in Industrial Psychology reports- Industrial Psychology reports making no useful contribution – only satisfying court demands- Why a focus on quantification can alleviate the situation? - How to quantify and what tools to use.

Theoretical Paradigms/Approaches: In business science, generally and specifically in the productivity and quality improvement fields, quantification is a well-known method of forcing those involved to communicate clearly and to check the viability of proposed solutions

Workplace Application and Future Focus: The intention of the tutorial is to provide a thinking framework as well as tools for industrial psychologists working in the personal injury field to improve their reports.

19. Interest Group for Positive Organisational Psychology AGM

IGPOP launched at the SIOPSA 2016 conference and has since worked on identifying areas of interest in Positive Organisational Psychology amongst SIOPSA members. Although useful information has been gathered, more input is needed from interested parties from a practitioner and research point of view. Through the process of appreciative inquiry, the annual general meeting will focus on creating the focus areas for IGPOP to support members and clients.

All interested parties are invited to attend in order to help IGPOP pave the way forward.

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20. Master TutorialCollaborative solutions: Recent developments in the ergonomics field relevant for IOPProf. Andrew Thatcher (University of the Witwatersrand)

Context / Orientation: Recent developments in the field of ergonomics in South Africa provide new opportunities that I/O psychologists could fill.

Aims, Objectives and Purpose: This session will introduce I/O psychologists to the new professional certification categories for ergonomics (Certified Ergonomics Associate and Certified Professional Ergonomist), the recently gazetted Ergonomics Regulations (that will require annual ergonomics workplace risk assessments), and the emerging requirements for green buildings to ensure healthy and effective workplaces. The opportunities for I/O psychology professionals in integrating with ergonomics will be highlighted.

Areas of Focus and Learning Outcomes: Worker wellbeing and the relationships with employee engagement and effectiveness are currently ‘hot topics’ on the international research scene. The importance of workplace health promotion and wellbeing at work are currently driving new forms of work organization and structures. This session will use these developments as the basis for informing the I/O Psychology community about recent developments in the field of ergonomics in South Africa. Given the under-emphasis on ergonomics in I/O Psychology curricula this session serves to deepen I/O psychology’s understanding of new opportunities for I/O professionals. In 2015 the Ergonomics Society of South Africa introduced two new professional certification categories; a Certified Ergonomics Associate and a Certified Professional Ergonomist. These categories are open to certification by I/O Psychologists under certain conditions which will be explained in the session. Also in 2015, the Green Building Council of South Africa introduced two “ergonomics” credits into their Green Building Interiors Tool. While these credits have an ergonomics focus there are also applicable skill requirements from I/O Psychology that are specifically mentioned in the credits. Finally, in January 2017 the draft Ergonomics Regulations were gazetted for public comment. These Regulations call on all workplaces to conduct annual workplace ergonomics risk assessments. Since it is argued that the ergonomics profession is too small to conduct these on a national basis there are enormous opportunities for I/O psychology professionals to fill the gap. These issues will be raised in the context of workplace wellbeing theory and the SIOPSA 2017 conference theme of “collaborative solutions”.

Theoretical Paradigms/Approaches: The I/O psychology theoretical models on workplace psychological wellbeing (such as Fredericksen’s (1998) Broaden and Build Theory, Bakker and Demerouti’s (2007) Job Demands-Resources Model, and Warr’s (2007) Vitamin Model of Job Stress) will be extended. This involves considering a more systemic view of the worker taking into account not only the psychological factors, but also the interplay of these factors with physical factors, physiological factors, organizational factors, as well as the worker’s environmental conditions leading towards the WHO Healthy Workplaces Framework and Model.

Workplace Application and Future Focus: There are several natural pathways to an “ideal next level”. Attendees wishing to take their learning to the next level could look at registering as a Certified Ergonomics Associate or Certified Professional Ergonomist. This could serve as an additional certification to registration with the Professional Board for Psychology or as a replacement professional registration. Short courses are also available to teach I/O professionals how to conduct an ergonomics workplace risk assessment and how to design ergonomics workplace interventions. Workshops are available to teach interest parties about the Green Building Council of South Africa’s interior tool with a focus on the role that professional ergonomists and I/O professionals might play in facilitating workplace health, wellbeing, and effectiveness.

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21. Research Paper Facilitating change in the new normal- understanding the impact of change decisionsMs Natasha Winkler-Titus (Independent)

Context / Orientation: The current world presents more unplanned change and we observed this with the #Feesmustfall campaign. We consider the impact of change against prevailing change models.

Research Purpose: The study set out to explore unplanned change triggered from the socio political context through external power dynamics. The context observed led to an uprise by students against HE leadership and an unexpected impact was the request for insourcing, which in itself created a major shift in the organisation.

Motivation for the Study: The knowledge on change has been criticised for its limited focus on the contextual nature of change and primary focus on internal actors. This submission forms part of a PhD project investigating how an external context forced change in an organisation, and specifically considers the impact of the change decision

Research, Design and Methodology: An embedded, single interpretivist case study nested in constructivist grounded theory methodology was applied. Theoretical sampling included semi-structured interviews, documents and observations. A reiterative process starting with causal process tracking, using multiple sources to establish a chain of evidence and reflecting back on theory followed and quality assurance was tracked.

Main Findings: The prevailing change management approaches tend to be applicable to a planned change process where the organisation makes an informed decision to change. The change approach will follow steps to consider the case for change followed by a full impact assessment and then deploy methods to implement the change. In this case however, we studied a change process that was not planned and although the leadership understood some of the impact, this study uncovered the full impact and consequence the organisation had to deal with.

When organisations have time to plan for change, the impact of change will consider elements such as culture, business processes, the physical environment, technology and human performance consequences. In this study we unpacked the influence of this decision on the organisational structures and processes as well as the cost to the organisation, which were anticipated.

The leadership impact also included new competency requirements, a paradigm shift in leadership style, broader span of control and learning to appreciate the role of social media.

A strong element of anarchy was experienced in the workplace at two levels. Firstly, the threat of new unions infiltrating the environment and at another level, there was also anarchy between staff involved and impacted and those at the periphery of the process.

This case study shed light on two areas of change impact not traditionally incorporated into the change impact analysis tools and techniques. Due to most change management processes initiated through planned strategies, it is seldom a focus to revisit strategic objectives and plans. This unplanned decision forced a review of organisational strategies toward achieving the vision. Another impact not usually addressed is how the decision had a knock on effect back into the same external context that forced the change.

Practical / Managerial Implications: I/O Psychologists are behavioural experts in service to society. Positioned within organisations, we need to guide our leaders in responding to the volatile, complex and ambiguous climate we find ourselves in. With the broader external context having a much greater and faster effect on organisational dynamics our focus is no longer only inward driven.

The recommendation is that human performance experts need to be closer to organisational decision making processes specifically in the context of externally forced decisions, to guide and anticipate the human impact. Secondly, over and above the traditional change impact frameworks, we would add a focus on revising strategic plans and exploring the external context before decision making to document the full impact of change. This will not only have an impact on the decision taken but also inform the potential implementation consideration and timeline. Lastly, it is advised to continuously monitor the impact throughout the implementation of the change.

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The assumptions about change informed by Lewin remained relevant in the predominant change literature: change was linear, it was progressive, goal oriented and movement required disequilibrium, albeit it lacked in ability to deal with speed of change. Veldsman (in Glensor, 2010) reported on the prevailing change management practices in SA organisations and confirmed the predominance of these linear, planned change approaches. These “ planned” tactics in managing organisational change echoed the predominant western models and frameworks in use and this predisposition toward change “management” was generally concerned with planning, introduction, facilitation and management of change.

Contribution / Value-Add: The literature is limited in explaining how socio political context force change in organisations and how the impact may be underestimated.

In 1999, Weick and Quinn concluded their review of Organisational Development (OD) and Change by suggesting both that change starts with failure to adapt and that change never starts because it never stops.

This conclusion created a potential dichotomy and challenged how we managed change in organisations. The broader study contributes toward understand change in a complex context under unplanned conditions and this presentation contributes toward a greater appreciation for the impact of change.

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22. Research Paper Does engaging leadership impact on need satisfaction, work engagement and workplace boredom?Mrs Anthea Erasmus (NWU), Prof. Leon De Beer (NWU)

Context / Orientation: Engaging leadership has not been researched within South African context and presents a new perspective on employee motivation and well-being.

Research Purpose: To investigate the relationships between engaging leadership, need satisfaction, work engagement and workplace boredom within the South African mining industry

Motivation for the Study: Leadership remains important in addressing employee motivation and well-being. Engaging leadership has not been researched in South Africa and has been sparsely researched in the international context. Engaging leadership presents a new perspective on employee motivation and well-being.

Research, Design and Methodology: A quantitative, cross-sectional, survey design was used to collect data from employees (n=361) within the mining industry. Confirmatory factor analysis and structural equation modelling methods were used to specify a measurement and structural model. For mediation, bootstrapping was also used.

Main Findings: The results of the CFA showed that the model, from which factor scores were derived, was a good fit to the data (CFI=0.94; TLI=0.94). All the correlations were in the expected directions. The structural model also showed good fit (CFI=0.93; TLI=0.93). Findings revealed that engaging leadership had a strong positive effect on need satisfaction, and need satisfaction in turn related positively to work engagement and negatively to workplace boredom, but no significant direct relationship existed from engaging leadership to either of the outcomes. Need satisfaction then also showed more supportive evidence of being a mediator in these relationships by investigating the indirect effects with bootstrapping.

Practical / Managerial Implications: The results indicate that engaging leadership plays an important role in need satisfaction, and that this in turn is important for improving work engagement levels and decreasing employee perceptions of boredom at work. Moreover, engaging leadership does not have a direct relationship to these outcomes which indicates that being an engaging leader will not have the desired effect on employee outcomes that the organisation may desire. Consequently, it is important that the engaging leader aims to satisfy the workplace needs of employees and that organisations empower engaging leaders to be able to achieve this.

Contribution / Value-Add: This study addresses engaging leadership and organisational outcomes, from our literature review, for the first time within South African context. This also appears to be the first time this model is tested with these outcomes within any context. Subsequently, this study provides evidence of the important role of engaging leadership in the dynamics of need satisfaction, work engagement and workplace boredom.

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Abstracts Day 2: Wednesday, 26 July 2017

23. Keynote Address: An integrated approach to diversity and inclusionMs Nene Molefi (Mandate Molefi Human Resource Consultants)

An Integrated Approach to Diversity & InclusionThis keynote address focuses on an integrated approach to diversity and inclusion. It will examine the impact of unconscious bias on relationships covered across four themes. First, intra- personal: the inner work of the practitioner. Second, inter -personal: the relationship between practitioners and clients. Third, systemic: the self-perpetuating cycle of prejudice and how the system validates itself. Fourth, stakeholders: the expectation of the new stakeholder-a shift from paternalism to partnerships. Guidelines on leading inclusively will be shared as well as which resources practitioners can access.

24. WorkshopHow to make ethical decisions: Ethics decision-making heuristics and social contexts Dr Leon Van Vuuren (The Ethics Institute), Dr Paul Vorster (The Ethics Institute)

Making ethical decisions in organisations is a difficult prospect. This is partly because many incumbent employees have no frame of reference about ethical decision-making, or the organisational culture/climate overrides ethical decision-making in favour of a profit motive.

This workshop aims to assist individuals to make better ethical decisions by using ethical decision-making heuristic (mental) frameworks.

In this workshop, we will:• Briefly define what ethics is and is not.• Identify why ethical standard may be difficult for individuals.• Evaluate the common sources of ethical standards.• Consider how to put these sources together when making ethical decisions.• Provide an integrated decision-making framework for ethical decision-making and its evaluation.

Additionally, we will also explore how ethical decision-making can be overridden in organisations by certain social forces and how to defend against these. By being sensitised to the effect of social forces and their impact on moral/ethical decision-making, and using an ethical decision-making framework we hope to improve the capacity of individuals attending this workshop to reason morally and reduce the influence of external forces on the quality of their decisions.

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25. WorkshopOrganisational neuroscience: An introduction to basic principles and their implications for IOPProf. Dirk Geldenhuys (UNISA), Mrs Jenny Venter (UNISA)

Context / Orientation: Applying principles regarding the structure and function of the brain can immensely improve the effectiveness of all industrial psychologists.

Aims, Objectives and Purpose: The overall purpose of this workshop is to inform participants of the development, structure and functioning of the brain, and to explore the application of these principles to IOP practice.

The aims of the workshop are firstly to provide a sound introduction to the basic principles derived from more recent developments in the field of applied neurosciences and, secondly, to explore the translation of the research findings to IOP with the focus on decision making and emotional regulation.

Areas of Focus and Learning Outcomes: Neuroscience refers to the scientific study of the nervous system. Organisational neuroscience can be be viewed as the application or translation of neuroscientific knowledge and principles to the world of work. The focus of organisational neuroscience is on the underlying neurological processes of human behaviour. Studying these processes assist us in understanding how the brain is influencing organisational behaviour and also how this behaviour is infuencing the brain.

Although the structure of the brain will be addressed during the workshop, the focus will be on the functioning of the brain, more specifically the limbic region in relation to the neocortex and brainstem, and the relevancy thereof for decision making and emotional regulation. Participants will learn about the most prominent and relevant neuroscientific concepts and principles such as the triune brain, neural pathways and networks, the HPA-axis, neuro-plasticity, mirror-neurons and epigenetics.

The outcomes of the workshop are 1. to understand the development of the human brain and to determine the implications thereof for IOP;

2. to understand the structure and functioning of the brain and to determine the implications thereof for IOP;

3. to determine the role of neuro-chemicals and the implications thereof for IOP;

4. to explore the neuroscience of decision making and emotional regulation.

Theoretical Paradigms/Approaches: The theoretical approach that will serve to anchor the workshop will primarily be scienfic publications that are based on functional brain imaging studies such as PET, SPECT, and especially fMRI which measures blood flow in the brain. This offers an understanding of changes in blood flow in the different brain regions when people are confronted with and respond to environmental stimuli. When the brain is studied in the context of organisational psychology, it offers novice insights and also a framework for developing targeted interventions to enhance personal and organisational development.

Workplace Application and Future Focus: The knowledge base of participants will be augmented by a neuroscientific understanding of organisational behaviour and thereby enhancing their credibility as industrial psychologists. More spesifically, the workshop will not only assist in enhancing the decision making and emotional control of participants, but also enable them to facilitate more effective decision making and emotional control in the workplace, two key variables underpinning personal and organisational development.

The workshop will also lay the foundation for future training in applying neuroscientific knowledge in IOP subfields such as organisational wellness, change management, leadership development and coaching.

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26. Case StudyContextual talent analytics: Using forward and backward looking data to gain organisational and individual insightsMr Fred Guest (TTS)

Context / Orientation: A mining and manufacturing organisation used diagnostic talent analytics to understand capability gaps across divisions, operations and levels.

Motivation for the Study: Following some safety incidents, the organisation conducted a capability assessment to understand leadership and functional capability gaps. Using multiple assessments, potential and experience data provided an understanding of capabilities and insights at an organisational and individual level.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: A multi-method approach was followed to assess 50 managers and 190 superintendents to gain an understanding of leadership and functional capabilities. The project required significant stakeholder involvement, competency profiling, the design of assessment methods, data integration and reporting.

Main Findings: “The project included a define, assessment, analysis and reporting phase.The define phase included the development of competency and experiences profiles, as well as 14 functional situational judgement tests. The organisation’s leadership model was used to define competencies for each role. An experiences profile was developed using interviews with line managers and technical SJT’s were developed by a small team of SME’s.

Forward-looking potential assessments included a personality questionnaire, ability tests and a safety risk assessment. Backward-looking experience information was collected using SJT’s, a career history questionnaire, individual and 180-degree manager interviews.

A team of two general managers and an IO psychologist conducted individual and manager interviews at each operation. Results from individual assessments were combined with insights from interviews to develop key capability themes for each of the operations, functional teams and individuals in the team.

At an organisational level, the analysis of the information highlighted certain gaps in the operational model, deficiencies in the talent management strategy related to succession management, career paths and selection practices, as well as leadership behaviours that have a negative effect on safety culture. Specific gaps at an operational and department level were identified. Integrated results provided a ‘heat-map’ of capability for each department and operation that can be used to plan development interventions.The reporting phase was critical for the credibility of the results. Senior Management received feedback on the overall themes and operational ‘heat-maps’. Results where then shared with the management team of each operation and each individual received face-to-face feedback.

Practical / Managerial Implications:“Talent Analytics is the application of statistics, technology, and expertise to large sets of people data which results in better decisions for an organisation. For analytics to be useful it is important that reporting goes beyond simple correlations and graphs. Making sense of the data within the context of the organisation, operation, department or individual is critical for gaining insights and talent decisions that lead to improvement or enhanced performance.

This principle was key to the success of this project. Assessment data was highly contextualised through the involvement of credible and experienced subject matter experts, interpretation against role specific competency and experience profiles, and the involvement of line managers in the development of capability themes.

Contribution / Value-Add: This case study aims to show how contextual talent analytics can add value to talent decision-making. It provides an example of how the science of industrial psychology can be used to assess backward-looking experience and forward-looking potential criteria, how this data can be integrated with contextual organisational information, and how reporting on this information can lead to effective talent decision-making. The case study highlights the importance and practical implications of working with credible and experienced senior managers as part of the design and implementation of the project.

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27. Research PaperMan vs Machine: Who interprets best?Mr Willie Van Tonder (OMT)

Context / Orientation: We are in the world of electronically matched psychometric results. But, the big question is: Does it work?

Research Purpose: Job profiling is done in different ways, sometimes through line manager opinions, through mathematical analysis and through professional input. The question is, which method is more accurate when predicting work place performance?

Motivation for the Study: The pace of decision-making required, combined with the growth in big-data and data-analytics, has seen an increase in the use of job-fit, job-match, talent-match reporting. We are in the world of electronically matched psychometric results. But, the big question is: Does it work?

Research, Design and Methodology: A correlational design and quantitative method was used. With validated and pure performance data, we took ten low, ten average, and ten high performers in typical Middle Management roles, and correlated their performance data with three different data sets (job profiles).

Main Findings: The first correlation with the performance data was the correlation between Management Opinion of a Middle Management role, where Senior Managers were asked to profile a typical Middle Management job profile, using psychometric data. The second correlation with the performance data was the correlation between a Middle Management job profile, that was determined by average scores of the 30 candidates’ psychometric data. For example, averaging all personality dimensions to determine which dimensions should probably be included in a typical Middle Management role. The third correlation with the performance data was the correlation between the final recommendation of each candidate’s report by a professional psychologist for a typical Middle Management role. For example, whether the candidate is recommended or not recommended for the role of middle management.

Five different categories were used namely: Recommended, Recommended with Slight Caution, Recommended with Caution, Recommended with Strong Caution, and Not Recommended. Although the sample size was small, it was pure and validated. The differences were quite significant and revealed that the input of a psychologist when it comes to final recommendations is still a crucial part of explaining why people perform or does not perform in the workplace. The assumption can be made that human beings are very complex, and that the nuances and differences in cognitive ability, and other psychometric assessments needs to be explained and reasoned by trained professionals. One can argue that when constructing job profiles, input from professionals is still crucial as other variables will probably change the final outcome / recommendation.

Practical / Managerial Implications: The message that the researcher wants to get across is that organisations needs to be careful when just making use of job profiles to determine job fit for individuals. A professional input may still be required to explain some of the finer nuances in psychometric data. The implication in organisations may therefore be recruiting the wrong candidates or overlooking candidates with better competencies and potential.

Contribution / Value-Add: We live in a world where technology is everywhere, and if your business does not incorporate technological ways to make things, smarter, faster and more efficient, your existence is probably in danger. This research however illustrated that when working with psychometric data, one should be very careful to only make use of technology or subjective inputs from managers when constructing job profiles, and that the input of a trained professional psychologist might still be the best way of predicting performance in the workplace.

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28. Research Paper Psychobiographical analyses of entrepreneurs and business leaders: Development and demonstration of authentic leadership in the career of Brand Pretorius: Mr Craig Harwood (Coca Cola SABCO), Prof. Roelf Van Niekerk (Nelson Mandela University)

Context / Orientation: This longitudinal case study is the fifth in a series that investigates the life histories of extraordinary entrepreneurs and business leaders

Research Purpose: The purpose is to (a) interpret Pretorius’ leadership development according to a theoretical framework, (b) to evaluate the applicability of the framework to Pretorius’ leadership development, and (c) to make a contribution to psychobiographical research focusing on extraordinary South Africans

Motivation for the Study: Psychobiographical research gained acceptance in psychological research during the past two decades. During this time leadership development also maintained its importance in the business sciences. Aspiring leaders benefit from exposure to case studies of successful business leaders.

Research, Design and Methodology: The study employed a single-case research design that allows for theoretical interpretations of life history data and takes into consideration contextual factors. Pretorius had been identified as participant via purposive sampling on the basis of his extraordinary career as business leader.

Main Findings: The study produced a comprehensive description and interpretation of Pretorius’ leadership development including the formative influences of Pretorius’ family of origin, education, and early career experiences; the development of his leadership style; and the factors that influenced his success. It also produced a comprehensive profile of Pretorius’ demonstration of the behavioural dimensions of authentic leadership.More specifically, a strong sense of self-awareness featured prominently in every stage of Pretorius’ career and contributed to the development of exceptional leadership later on. Pretorius openly displayed an acceptance of self by acknowledging his strengths and weaknesses. From an early age Pretorius developed a clearly articulated set of core values that formed the foundation of his leadership philosophy (e.g., discipline, accepting responsibility, respect for all people, taking ownership of actions). The nurturing of meaningful relationships also featured prominently in his life and is seen as a fundamental contributor to his success as a leader. With relation to the dimension of balanced processing, Pretorius approached decisions by detaching himself from emotion, aspiring to remain rational and consultative, and avoiding impulsivity.

In addition, he strived to balance confidence and humility as well as intuition and analysis. Lastly, throughout his career Pretorius frequently demonstrated positive psychological capacities of hope, optimism, resilience, and confidence. He managed often to accentuate the positive and suppress the negative, thereby finding the ‘silver lining’ in challenging business situations and motivating subordinates to achieve difficult goals.

Practical / Managerial Implications: This case study demonstrated the value of an international theoretical framework to interpret the leadership development and style of a prominent South African business leader. The study identified experiences, and contextual variables that influence leadership development. It also indicate that authentic leadership is a particularly relevant theoretical framework in the current context where many leadership challenges face our society. The analysis of Pretorius’ leadership development and style is viewed as appropriate and valuable in that he is widely acknowledged as having made a substantial contribution to business leadership in the automotive industry.

Also, this study indicates that South African psychobiographers heeded the call by the positive psychology movement for the need to study psychological strengths and values that enhance human potential and well-being. Similarly, the study demonstrated the value of psychobiographical research to leadership studies and the discipline of industrial / organisational psychology. This value is evident from both a research and educational perspective. Psychological interpretations of the lives of exceptional leaders play an important role in building confidence by acknowledging the exceptional contributions made by South Africans. Many aspiring leaders will find Pretorius’ career interesting, exemplary and inspiring.

Contribution / Value-Add: This study makes a contribution in five areas: (a) it provides a scientific profile of the career of Pretorius; (b) it illuminates the process of leadership development in that it interprets the variables that influence development; (c) it confirms the appropriateness of authentic leadership theory in interpreting the leadership development and characteristics of extraordinary leaders; (d) it demonstrates the requirements and characteristics of psychobiographical research methodology; and (e) it has a proudly South African quality in that it showcases an illustrious South African career.

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29. Case StudyFrom theory to practice: A practical approach on the implementation of recommendations from a research projectDr Leon Steyn (ESKOM)

Context / Orientation: Upskilling on basic project management principles can assist practitioners with the implementation phase of interventions.

Motivation for the Study: After conducting a research project on the work-related well-being of senior supervisors in an Electricity Distribution organisation, a formal process had to be designed to ensure the successful implementation of the recommendations.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: The formal process consisted of basic project management principles such as project charter, project governance structure i.e. project sponsor, leader, subject matter experts, project plan with activities and timelines, change management and communication strategies

Main Findings: The research model (Work-Related Well-Being Model) formed the basis of the proposed recommendations / interventions on both organisational and individual level. In addressing the challenges causing excessive job demands, the Job Profiling & Resources Stream was formed to investigate concerns around organisational design (span of control), job design, optimisation of resource, and recruitment practises. The second stream (Training and Development) focused on leadership / supervisory training and job specific functional training whereas the Wellness & Well-Being stream (third stream) concentrated on employee counselling, employee wellness awareness training and drafting of a work place bullying procedure and awareness training. To monitor the successful implementation at province level (9 operating unites), the OU implementation and change management stream was formed. The purpose of this was to set-up 9 OU steer-co’s to facilitate national interventions but also the engage with local senior supervisors on identifying and addressing local challenges.

The change management team conducted on-boarding and change readiness sessions and progress feedback on project deliverables were done by the communication stream.

The official launch of the project commenced in August 2015 and by end of July 2016 most target dates has been met and an official handover to line management was done on deliverables that requires medium to long term re-working such as the resource model, organisational design, etc. In addition, training and development continues until October 2017

Practical / Managerial Implications: Writings on change management i.e. The Kotter Model, suggest that setting up a guiding coalition team of decision-makers , subject matter experts, change agents, proper governance process and importantly buy-inn from all role players / stake holders should pave the way for the successful implementation of project /change initiatives. This process provide opportunities to engage with senior managers, human resource professionals and senior supervisors on real issues / challenges that have a negative as well as positive affect on the well-being of senior supervisors. Data / results derived from the work-related well-being study which was conceptualised in a theoretical model (WR_WB Model) provided a fame work to have leadership conversations with senior managers and human resource professionals in order for them to gain insight into the world of work of a senior supervisor.

In addition, the process assisted line managers and human resource professionals to understand that these challenges needed to be addressed on both organisational and individual level. Too often interventions fail to make an impact due to lack of management commitment, trust, openness, genuineness to bring about change, make it happen. A positive learning from this process was for line managers and human resource professionals to understand the real meaning of engagement, not only about KPA’s but to speak to the heart and minds of an important segment in the organisation.

Contribution / Value-Add: Few published articles exist on the practical implementation of proposed interventions at the end of a research project. This practical approach by applying basic project management principles, how tedious it may sound, provide a structured approached in ensuring that proposed interventions are implemented, but also from a good governance perspective keep line managers and human resource professionals accountable and is auditable.

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30. Research PaperTwo worlds colliding: Tanzanian and South African financial institutions merging diverse milieus and managing changeMrs Annelize Van Niekerk (UNISA)

Context / Orientation: Effectively implementing operational risk management in a cross-border merger is complex and risky business due to the rich culturally diverse milieu.

Research Purpose: The purpose of this research was to gain an in-depth understanding of how Tanzanians perceive risk and to identify the psychosocial components affecting the implementation of an operational risk management model.

Motivation for study: Implementing an operational risk management model is a compulsory activity during mergers in the financial sector, yet such models are often not as effective. During cross-border business, psychosocial factors, human behaviour and cultural diversities seems to impact on the success of such a model.

Research, Design and Methodology: This hermeneutic phenomenological study explored the psychosocial factors present during an operational risk management model implementation. Data collected from in-depth interviews with 46 employees were analysed using Tesch’s content analysis and the hermeneutic circle yielded numerous themes.

Main Findings: History and socio-cultural context dictates how employees engage with operational risk management. Cooperative and cash-based economics and how society informally deals with financial matters are in conflict with the formal nature of operational risk management. The required change and relevance of operational risk management must be aligned to the countries banking sector and its infant nature after liberation. Organisational culture impacts on behaviour towards operational risk management. Perceptions, assumptions and expectations results in disconnect between stakeholders. Values and norms embedded in the organisational culture impacts on interpersonal and communal relationships based on understanding with the aim of gaining trust. Through instituting a role culture, filled with bureaucracy, structures and control mechanisms, employees experience operational risk management as excessive control with no room left to develop trust relationships. Organisational climate is a social system in which employees interact continuously and in which high value is placed on active participation and fair treatment. Employees wish for a psychologically rewarding experience, a sense of belonging and believing they can positively contribute towards organisational success, whilst being rewarded for their contributions. The organisation as a social system becomes an extension of cultural society in which employees align personal values organisational values, establish trust relationships, participate in decision making and sharing knowledge. In such a diverse context, relationships are challenged, the foreign company becomes the enemy and interpersonal demands complicate the employee–employer and employee-client relationships.

Practical / Managerial Implications: Gaining insight into how psychosocial components impact on operational risk management allows industrial and organisational psychologists to contribute effectively in establishing collaborative interdisciplinary relationships. These relationships provides a platform on which contributions can be made to the development of senior risk managers’ ability to identify and work with psychosocial components present during operational risk management model implementation. Organisations often look at expanding their business nationally and internationally. The psychosocial factors identified through this study, provides a basis for risk managers to search for similarities and/or differences in terms of their unique organisational contexts. Therefore, incorporating these psychosocial factors into their chosen risk management model will empower organisations to design a more robust business and operational risk model, as well as enable the effective implementing of such a model in any unique and diverse context.

Africa is rich in its diversity. In Africa and as Africans, we are from the same people; yet, we are different. Many similarities are evident when one moves from one country to another or when you engage with an African from, for example, Tanzania or an African from South Africa. Yet, with all these similarities, Africa with its diversity also reminds one of how different and unique we all are. This research highlighted the importance of learning how to embrace differences.

Contribution / Value-Add: Engaging in cross-border business is in itself a ‘risky’ business. Understanding this diverse risky context and identifying the psychosocial components enables effective operational risk management model implementation. This research enables industrial and organisational psychologists and operational risk managers to manage growth initiatives, such as cross-border mergers in the financial industry, more accurately. Furthermore, to better understand how psychosocial components shape people and their behaviour, enabling them to adapt their management approach accordingly.

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31. Research PaperDemonstrating Impact when consulting in complexity Ms Gail Wrogemann (GCW Consulting)

Context / Orientation: Many organisational environments can be considered complex according to complexity theory. Demonstrating adequate impact brings particular challenges

Research Purpose: Challenges include managing client’s anxieties and at times ineffective decision making in such non-linear systems, as well as demonstrating impact and progressive successes especially at early stages of a project, when the system can be experienced as more chaotic and erratic than before.

Motivation for the Study: A recognition of how complexity becomes visible is essential and to then educate the client and normalise the natural non-linear flow of people development processes is a key part of the consulting process, as is partnering with clients through the states of systemic change

Research, Design and Methodology: Two cases studies are presented, exploring critical incidents during project rollout illustrating the difference in approach between seeing the system as a linear vs a non-linear system, as well as illustrating how to demonstrate positive impact in a system the client might experience as chaotic.

Main Findings: A depth psychology approach was taken to the interpretation and understanding of the systems – specifically systems psychodynamics and systems of conscience (constellations) theory.Traditional consulting or coaching designs and implementations can miss critical incidents and points of growth which can be opportunities for core systemic development.

Driving successful outcomes (within environments of complexity) requires frequent fine tuning and adjustments of strategic elements, project plans and implementation processes in ways that are different to the approach taken if the system is treated as linear.

Recognition of specific complex systemic dynamics is critical in order to manage the project and to educate the client on these processes in order to pre-empt anxiety, and the, at times, short term decision making this anxiety brings.

Specific guidance needed for consulting and coaching interventions such that the characteristics of complex adaptive systems can emerge and be used for successful outcomes.

Collaborating with clients through states of edge of chaos, paradoxical nature of systems, bounded instability, critical incidents, emergence and self-organisation is key for successful transformation, and is a part of the containing process and leads into sustainable growth

Demonstration of impact will be linked to each of the above points of discussion, taking the discussion on consulting in complexity further.

Practical / Managerial Implications: In complex systems, growth can be experienced as chaotic. Controls and systemic restraints need to be exercised consciously. In order to facilitate this effectively, demonstration of impact needs to be illustrated at points particularly those of critical incidence. Education of the consultant and coach, and then client can assist in more effective transitional processes.

Contribution / Value-Add: Given some of the changes, adjustments and adaptations that are needed across various organisational sectors – corporate, government, social enterprise – this understanding becomes an imperative for integrated and sustained change. Effective demonstration of impact brings a required containment to systems going through change.

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32. Research Paper Exploring the role of embodiment in coaching for authentic leadership engagementMr Steven Breger (DynamicDIALOGUE)

Context / Orientation: Are organisations, in reality, rewarding the preservation of the status quo of ‘best-practice’ leadership, at the expense of investing in their succession planning?

Are organisations thereby avoiding the establishing of a culture of future-focused, people-focused, engaging, and inspiring leadership in order to ensure succession?

Research Purpose: This purpose of this paper is to discuss the integration of an authentic leader and follower development model with embodiment theory and practice – within an executive leadership coaching context.

The overaching intention being to articulate a coaching process that supports leaders to become optimally authentic. This incorporates being self-aware and self-regulated, values-oriented, future-focussed, as well as being a positive role model who is engaging and engaged with the future of their followers.

Motivation for the Study: Authentic leaders are expected to act congruently, in accordance with their espoused values. This study aims to address the following questions: How best can the relevant authentic leadership (AL) and emodiment theories and frameworks be aligned with an executive leadership coaching project, and be incorporated into the coaching process? In practice, how could this leadership coaching process be designed to optimally support leaders to engage with presence and authenticity, with their colleagues and team members?

Research, Design and Methodology: This qualitative research adopts a social constructivist worldview, a humanistic paradigm, and a positive psychology approach.

Human thinking, feeling, behaviour, and the language we use arises from our actively engaging with our social world. We are existential, sense-making and self-actualizing beings who ideally wish to find meaning and to flourish. The research approach is phenomenologically oriented in that it views our cognition, our knowing, as being inseparable from our dynamic interactions with our various social, cultural and physical contexts. Our meaning (our truth, our reality) therefore arises from our embodiment of our lived experiences.

The leadership coaching process is being conducted within the public sector, as part of a senior executive management coaching project. There are nine executive leaders (coachees) who each attend eight coaching sessions (7 x 1-on-1, and 1 x team session) over a period of four months. As part of the methodology, the executive coaches are briefed and aligned to the abovementiond AL and embodiment theories and frameworks, and the proposed coaching process – with the emphasis being on leadership engagement through embodiment. The coaches are requested to record the insights that emerge from their personal experiences of their coaching sessions – via post-session reflection, presencing and personal embodiment.

During coach-supervision sessions, this information is shared and the coaching process would be adapted iteratively. The coachees are requested to participate in pre- and post-360-degree questionnaires and psychometric assessments. Feedback will be obtained from each coachee’s business-unit team, as well as via ongoing coaching-project feedback forms, completed by the respective coaches and their coachees. The project culminates with coach-coachee feedforward sessions, which is informed by both the pre- and post-assessment findings and the emergent in-coaching intersubjective coach-coachee learning and insights.

Main Findings: Gardner et al.’s (2005) AL development research literature states that the outcomes of the authentic leader and follower development framework (modeling authentic leadership) are trust, engagement and workplace well-being.

This is a project in progress, and the executive executive leaders (coachees) are, prior to their 1-on-1 coaching sessions, acknowledging an ‘uncaring’ organisational climate, resulting in a perceive ‘unsafe’ psychological space, with compromised trust and less-than-optimal relational dynamics. The above is thought to be linked to overall personal self-unawareness and to the individual leaders not being present to their own or others’ underlying intentions, amongst other elements. The said leaders are not yet recognising the value of establishing a co-created, shared, compassionate dialogue space for themselves, for colleagues, for their team members, or for the organisation as a whole.

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With the coaching focus being specifically on authentic leadership engagement and embodiment, past findings show that the coachees report that by increasing the awareness of their inention to engage authentically, this has contributed to positive external acknowledgements, lowered overall relational anxiety, and a greater sense of personal efficacy and feeling empowered – in other words, to a climate of trust, engagement, and workplace well-being. Coachees realise that they own the capability and responsibility to transform the tone of their overall interpersonal interactions, via a focused, purposeful awareness of their underlying intentions, and through an in-coaching embodiment process.

Practical / Managerial Implications: A positive psychology approach to leadership ideally contributes to the overall psychological capital (PsyCap) of an organisation.

And an optimal PsyCap environment, in which self-efficacy, optimism, hope, and resiliency is evident, is ideally required to nurture and develop authentic leadership.

It is therefore both important and valuable for an organisation to foster a stratetic and operational intention that supports the conditions and processes required for the flourishing and optimal functioning – via the modeling of authentic leadership – of their individuals, teams, and of the organisation itself.

Contribution / Value-Add: Meta-analyses of theoretical and empirical studies of AL provide convergent evidence that the positive modeling of various leadership elements – focusing on self-awareness and self-regulation – is deemed vital to achieving trust, engagement, and workplace well-being for leaders and their teams.

In addition, the research literature shows that the abovementioned framework of authentic leader-follower development does, when applied to a coaching approach, facilitate optimised levels of leader awareness, mindfulness, and engagement.

33. Round Table DiscussionWhat does a decolonised Industrial/Organisational Psychology university curriculum look like?Prof. Suki Goodman (UCT) (moderator), Panelists: Prof. Jeffrey Bagraim (UCT), Prof. Ines Meyer (UCT), Dr Ameeta Jaga (UCT)

Context / Orientation: As IO Psychologists, academics and practitioners, how do we respond to calls for decolonising our curricula?

Aim, Objective, Purpose: “Calls for curriculum transformation formed part of the 2015/2016 student protests. These calls challenge us to think about what we teach, how we teach and for what purpose. The IO Section at UCT is participating in a number of university fora to try understand what decolonisation means for our discipline, but we cannot do this work in isolation.

In this panel discussion we aim to engage SIOPSA members, share our thoughts and receive feedback on how to confront the challenge in a responsible and proactive way.

Workplace Application and Future Focus: The call for decolonisation has implications for the kinds of graduates and professionals we produce and the nature of the work we do. We are hoping to generate debate and open up the conversation so that we can arrive at a common understanding of how our profession can, and should, adapt to the challenge for change.

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34. Case Study Talent analytics: Exploring the foundation for data-driven business solutionsMr Jaintheran Naidoo (HFM Talent Index), Ms Caitlin De Kok (HFM Talent Index)

Context / Orientation: This presentation aims to demonstrate the utility of talent analytics at various stages of the talent management lifecycle.

Motivation: As big data takes over big business, the role of data and data-driven decision making is becoming ever more crucial. The use of people-driven quantitative data within HR is greatly beneficial when it comes to planning and executing a talent management strategy.

Purpose of Project, Underpinning Scientific Principles: The goal of this project is to introduce HR professionals to the various applications and benefits of talent analytics, and to demonstrate the choice and implementation of the appropriate statistical methods in order to integrate available data into talent management processes.

Main Findings: “It is well known that computer based technologies and software have a large impact on companies around the world. Various departments, including finance and business intelligence, rely on large-scale data analytics to make decisions and inform the organisation’s future strategy. It therefore follows that this trend will grow and develop within HR, where existing people and performance data can be integrated into talent management processes and used to make strategic business decisions.

The main takeaway points for this presentation focus on:

1) An indication of what talent analytic are, what they generally look like and the data they yield at different stages of the HR lifecycle, including selection, development and succession planning.

2) An overview of how to begin using talent analytics within an HR, recruitment and assessment process.

3) The benefits and potential drawbacks related to the use of talent analytics.

Practical / Managerial Implications: “In today’s competitive markets, we need to ensure that all areas of the business are running smoothly in line with the overarching mission and values of the organisation. This entails a strategic approach. In an effort to ensure that HR decisions are aligned with other departments that typically make use of quantitative data, the presentation provides a learning-centric approach to the use of talent analytics.

The use of talent analytics and dashboards has numerous benefits and applications, for example:• Benchmarking • Trend analysis• Risk management and SWOT analysis• Planning and forecasting

Practically, using company-specific figures or industry data to make decisions has a huge impact on the make-up of future strategies, and affects elements such as cost effectiveness, employee engagement and turnover.

Contribution / Value-Add: There is still a notable lack of research applying data analytics to the field of HR and people management. In fact, talent analytics is seen as a relatively new concept, and is not yet necessarily recognised as a discrete element of an I/O or HR curriculum. This presentation hopes to provide the building blocks to assist delegates in applying talent analytics approaches within their own organisations. It is targeted toward both those delegates who have previously conducted analytics but who would like to learn more, and those delegates who have not used talent analytics before.

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35. Research PaperThe systems psychodynamic role experiences of young nursing professionals in large hospitalsProf. Frans Cilliers (UNISA), Prof. Landa Terblanche (Trinity Western University)

Context / Orientation: The psychological well-being of young nursing staff in large hospitals is influenced by their conscious and unconscious professional roles.

Research Purpose: The aim of the study was to understand the unconscious role experiences of a group of young professional nurses in large hospitals. Role was defined in terms of the normative, existential and phenomenal components and what the individual represents in the large organisational system.

Motivation for the Study: Young professional staff members are often expected to cope with complex task and organisational demands. Research shows that although they may cope with conscious/rational demands, the unconscious/irrational aspects, if not attended to, cause exhaustion, burnout, depression and resignation.

Research, Design and Methodology: A qualitative study was undertaken using phenomenological hermeneutics as interpretive stance and systems psychodynamics as theoretical paradigm. A convenient sample of 15 young professional nursing managers wrote an essay on their role experiences in large hospitals. Thematic analysis was used.

Main Findings: The young professionals understood their conscious normative role well in terms of content and process. Unconsciously they experienced high levels of free-floating, survival and performance anxiety. As defensive structures they used splitting, suppression, denial and social defences of dependence, flight and we-ness. Although they understood their tasks intellectually, the high levels of anxiety often caused off-task behaviour. They struggled to cope with the strict organisational boundaries which interfered in their private lives. Although they were officially authorised in their roles as professionals they struggled with self-authorisation which manifested in conflict, exhaustion and hopelessness. In their existential role they introjected high levels of incompetence and disappointment.

This was interpreted as how their natural valence to serve patients was depleted by their high levels of performance anxiety and the need to impress authority figures. In their phenomenal role they received projections from the system about being, young, inexperienced and not ready to take on the responsibility to care for people. Participants’ identification with the projections negatively influenced their role performance. They feared authority and acted submissively towards leadership. In their relatedness with the macro system the evidence suggests that they represented the child ego state being manipulated and to some extent bullied by the critical parent. The research hypothesis is presented with reference to how anxiety and defences manifested amongst the young professionals and how the hospital system with its domain valence and defences about suffering, illness and death, uses young professionals to contain its anxiety about service delivery and sustainability.

Practical / Managerial Implications: The findings could assist young professional nursing staff to understand their own unconscious behaviour in a complex organisational system with high levels of anxiety and defenses. This includes learning about how their introjections and projections depend on their valences, which they developed as children in their relatedness with their parents as authority figures and their siblings.

These behaviours are unconsciously brought into their new working environment. For IO psychologists and OD specialists working in hospital systems, the data could serve as important information to understand the unconscious psychological climate and how this impacts on the psychological well-being of especially young staff members. It is suggested that the data are used on the micro level to structure in-depth systems psychodynamic coaching sessions with young professional staff during induction and during further personal development inputs – towards optimising their psychological functioning. Linked to previous research (e.g. Menzies) this data suggest that hospitals are complex macro psychological systems that may unconsciously use individuals or groups of professionals to contain and act out some of its anxieties towards coping with pain, suffering and death. It is suggested that organisational psychology includes these ideas into its systems psychodynamic understanding of large and complex systems.

Contribution / Value-Add: The study contributes towards an understanding of the psychodynamics that typically manifest between young and established professional roles in large systems. It highlights how organisations as complex emotional systems unconsciously play out family dynamics e.g. between young/old filled with conflict, competition, rivalry, envy, and even bullying. If these behaviours become institutionalised it becomes impossible to address these through traditional IO psychology approaches. Instead systems psychodynamics as organisational consulting and coaching stance is suggested.

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36. WorkshopPutting positivity into practice: A selection of positive organisational tools to enable change for goodDr Marieta du Plessis (IGPP)

Context / Orientation: Positive psychology is not just about happiness. It is about sustaining wellbeing and flourishing within individuals in the workplace.

Aims, Objectives and Purpose: This workshop will explain the concept of moving from deviance to thriving on an individual, team and organisational level. Positive organisational practices such as job crafting, strength-based performance appraisal and leadership, as well as positive psychological coaching will be presented in an experiential manner.

Areas of Focus and Learning Outcomes: In this workshop we will:• Explore the meaning of thriving/flourishing in the workplace. This includes broadening our thinking and vocabulary to articulate what positive deviance could be in organisations.• Unpack the Job Demands Resources framework and the impact of job crafting on work engagement• Experience, on a personal level, the usefulness of job crafting, utilising strengths for innovative work improvement as well as the power of coaching from a positive point of view.• Review what possibilities strength-based performance appraisals could create• Relate positive organisational psychology to appreciative change management in the workplace.

Theoretical Paradigms/Approaches: The workshop is rooted in the concept of Positive Psychology as applied in the workplace. Inferences will be drawn from the Positive Organisational Scholarship and Positive Organisational Behaviour literature. The Job Demands Resources framework provides the structure for work engagement and job crafting in the workplace.

Workplace Application and Future Focus: The workshop will allow practitioners to experience and practice positive organisational practices. Strategies will be discussed for implementation of such practices in the workplace

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37. Poster PresentationPsychological career resources identity and life orientation among young emerging adultsProf. Melinde Coetzee (UNISA), Prof. Dries Schreuder (UNISA)

Context / Orientation: Changes in future careers are harder to foresee and call for career development support of the emerging adult (18 to 30 years).

Research Purpose: This study explored whether young emerging adults’ psychological career resources identity predicted their orientation to life. A positive life orientation refers to how individuals feel, perceive, behave and cope with demanding and challenging situations. Psychological career resources are meta-capacities for adapting to changing or uncertain career circumstances.

Motivation for the Study: Career guidance support for young adults in the exploration phase of their life-career is seen as essential for the development of a positive career identity and life orientation that support their work readiness and employability when they enter the workplace.

Research, Design and Methodology: The participants were a random sample of 400 predominantly full-time undergraduate students from four tertiary institutions in Nigeria (47% = female are range 18 to 30 years). They completed psychological career resources and life orientation measures. Multiple regression analysis explored whether psychological career resources accounted for the variance in life orientation.

Main Findings: Overall, the results showed that those participants with well-differentiated career preferences and strong career drivers (sense of career calling, career goals and career intentionality) were likely to have a stronger sense of coherence.

Practical / Managerial Implications: Young emerging adults entering today’s more turbulent workplace with no clear career path need support in developing the psychological career resources they need to develop and sustain a positive life orientation. Such support may comprise helping young adults to gain awareness and clarity about their career interests and needs, develop a clear career purpose, setting career goals and be willing to venture out and experiment with career options and opportunities.

Contribution / Value-Add: The findings contributed to theory and practices concerned with the career development of the young emerging adult in the African context. Developing a strong psychological career resources identity may potentially assist the young adult in developing a positive orientation to their life-career in developing country employment settings.

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38. Poster PresentationGender differences on work-related sense of coherence in a South African sampleMs Sekgoma Ramasodi (UNISA), Prof. Sanet Van Der Westhuizen (UNISA)

Context / Orientation: Work-related sense of coherence is a personal resource including comprehensibility, manageability and meaningfulness.

Research purpose: To determine measurement invariance for the Work-SoC scale on gender and determine gender differences for a South African sample regarding their Work-SoC.

Motivation for study: International research indicated that women scored higher than men on comprehensibility and meaningfulness. Gender differences on Work-SoC scale has not previously been investigated in a South African environment.

Research design, approach and methodology: A cross-sectional survey design was used with non-probability sample of 326 employees in a motor retail organisation in Gauteng. Confirmatory factor analysis with SEM was used to determine configural, metric and scalar invariance and t-tests were used to investigate gender differences.

Main findings: Configural, metric and scalar invariance of the three-factor model of Work-SoC were confirmed for males and females. No significant differences between males and females were found regarding the degree to which they experience their work environment to be comprehensible, manageable and meaningful.

Practical/managerial implications: These initial findings indicate that it may not be necessary to differentiate on the basis of gender when allocating time, effort and resources in order to enhance the Work-

SoC of employees.Contribution/value-add: The Work-SoC scale can be used to measure Work-SoC within South African organisations since measurement invariance by gender could be established. This research was also the first to investigate mean differences on Work- SoC for different gender groups in the South African environment. The findings added new knowledge to the existing literature on the construct.

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39. Poster PresentationJob satisfaction and organisational commitment in a South African airlineMrs Lucia Govender (UNISA), Dr Sonja Grobler (UNISA)

Context / Orientation: Organisations in the 21st century are faced with many challenges in their quest to develop and retain an able, committed and loyal workforce.

Research purpose: The aim of the study was to investigate the relationship between job satisfaction, and organisational commitment within a South African airline.

Motivation for the Study: Several studies have been conducted to investigate the relationship between job satisfaction and organisational commitment, studies conducted in the specific context of an airline are limited. The study aimed to determine if previous findings are consistent within the South African context.

Research design, approach and methodology: A quantitative survey was conducted to collect data from a non-probability convenience sample of 245 participants in an airline in South Africa. Quantitative data analysis was used. The Job Satisfaction Survey and Three Component Model Organisational Commitment Survey were administered.

Main Findings: The results confirmed that a statistically positive relationship exists between the variables of job satisfaction and organisational commitment. Findings from the ANOVA data indicated that significant differences, with a large effect size, were found between specific age groups in relation to job satisfaction and organisational commitment. Pearson’s correlation coefficient was used to allow the researcher to identify the direction and strength of the relationship between each of the two variables.

Practical / Managerial Implications: Managers and human resource practitioners need to recognise how the job-related attitudes of job satisfaction and organisational commitment among their employees may influence their relationship with the organisation. Job satisfaction and organisational commitment factors can lead to severe consequences if not properly managed. These consequences include high levels of absenteeism, low levels of performance and an increase in staff turnover.

Contribution / Value-Add: To gain a deeper understanding of the variables of job satisfaction and organisational commitment, as well as the relationship between the two variables, knowledge gained from the study may be useful in organisational decisions such as recruitment, recognition and reward, operating procedures, promotion, supervision, teamwork and retention of employees.

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40. Master TutorialComputational Modelling for Industrial and Organisational PsychologistsMr Francois Lichtenstein (Baobab Inspired Talent)

Context/Orientation: Computational modelling is a promising but neglected tool for scientific research in industrial and organisational psychology.

Aims, Objectives, Purpose: The purpose of the tutorial is to inform professionals with little or no background in computational science methods about the nature and role of computational modelling in enhancing industrial and organisational psychological research and practice. The aim is to provide information professionals can use to evaluate and interpret the use of computational models in published research and to make informed decisions about whether such techniques are appropriate for their own research projects

Areas of Focus and Learning Outcomes: The tutorial will be a focused on introducing computational modelling and its application in IO psychology.

Workplace application: The workshop will be centered on the computational social science paradigm as it pertains to IO psychology. Some of the approaches more foreign to IO psychology that will be outlined include universal modelling language, agent-based modelling, artificial cognitive architectures, models of social networks, dynamic systems models, artificial neural networks and queuing models. More familiar modelling techniques that will be touched on in the discussion include structural equation modelling and models from item response theory.

The role of computational modelling in industrial psychology will be clarified by examining a couple of examples of published studies where computational modelling was used to investigate IO psychological research questions. A very simple simulation will also be developed from scratch in MS Excel. These examples will help make more concrete and relevant to IO professionals the general discussion of the typical role that computational models play in scientific research.

Next a brief overview of important definitions, techniques and technical concerns will be provided. The emphasis will be on the basic descriptions of a variety of computational approaches and the distinctive nature of computational modelling as compared to more traditional quantitative and qualitative techniques. Finally, pointers to resources for further study will be given. After attending the sessions, attendees should be able to:

• Discuss a couple of examples of how computational models were used to cast light on IO psychological research questions;• Describe the role computational models play in the scientific research process generally and in IO psychology in particular;• Create a simulation for investigating Pearson’s Rho in MS Excel;• Define what a computational model is and differentiate computational modelling from other commonly used scientific research methods; and• Identify sources of information for those seeking to learn more about computational modelling and how to use computational modelling in their own research.”

Theoretical Paradigms/Approaches:Workplace Application and Future Focus: In science and business computational models are used to, among other things, optimize the design of systems, to simulate the behavior of systems, to aid the development of scientific theories, to provide decision support and to create artificial intelligence applications such as automated data mining and machine learning.

The audience will learn how to develop a simple simulation in MS Excel and gain insight into the nature and role of computational modelling which they can apply to evaluate the use of computational models in published research and make informed decisions about the value of learning and using computational models themselves.

For those who wish to learn more, the next step would likely be to learn the mathematical and computer programming prerequisites for computational modelling or to learn about a particular computational modelling approach in detail.

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41. SymposiumA systems psychodynamic exploration of the impact of organisational dynamics on the role of consultants in South Africa todayProf. Frans Cilliers (UNISA) (chairperson), Panelists: Dr Jean Cooper (TILT)

General Orientation, Purpose and Contribution: South African organisations are presently confronted with never before encountered behavioural dynamics related to amongst others change, transformation, complexity, chaos, ethical matters and corruption. These phenomena clearly manifest on a conscious and an unconscious level. Whereas traditional consultancy methods mostly focus on rational / conscious behaviour, the systems psychodynamic (SP) organisational consulting and coaching stance study systemic behaviour ‘above and below the surface’ of consciousness including irrationality. It allows the practitioner to be curious, to think about, ask questions and hypothesise about the system’s manifesting anxiety, its defences, primary task, how roles are taken up, boundaries managed, authorisation is practiced and how the systemic identity manifests.

The purpose of this symposium is to offer organisational consultants (organisational psychology professionals and practitioners) with an opportunity to experientially study the impact of the above phenomena on their roles in organisations from a systems psychodynamic stance. As methodology a Listening Post (LP) will be used consisting of 3 parts.

(1) The sharing of experiences and free associations on the LP task: “Explore how the present South African organisational behavioural dynamics impact on your task performance in your organisational role”. (2) The identification of the major SP themes manifesting in part 1.(3) Using the manifesting themes, formulating SP hypotheses about how the present day South African organisational behavioural dynamics impact on task and role performance.

The contribution of this symposium is generally to introduce and expose organisational consultants to the Listening Post as an organisational consultancy event to access unconscious organisational behaviour. Specifically, the contribution is to explore the impact of unconscious dynamics on the self, the other and the organisations we presently belong to in our role as OD consultant. Lastly participants will get an insight into the work done by the SIOPSA Interest Group in the Systems Psychodynamics of Organisations (IGSPO).

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42. Research PaperAlignment and responsiveness of IOP curricula presented at South African universities: Prof. Roelf Van Niekerk (Nelson Mandela University)

Context / Orientation: Debates about the scope of practice of organisational psychologists challenge academics to develop curricula that are both relevant and responsive

Aims, Objectives and Purpose: This roundtable intends facilitating debate about IOP curricula. The recent student protests challenge academics to present curricula that are relevant to student needs and contextual requirements. In addition, a review of curricula offered at universities suggests limited alignment. There seems to be uncertainty about the principles that should be considered when decisions about curricula are made. Admittedly, the purpose of curriculum development is not to create uniformity. However, the IOP profession is probably not served by departments offering curricula that have little in common.

Workplace Application and Future Focus: In South Africa academics working in IOP departments have to comply with the demands of several authorities. These include institutional quality assurance committees, the Department of Higher Education, and the HPCSA. The requirements of these bodies tend to pull departments in different directions. Curriculum development is an important and ongoing activity that requires sensitivity, wisdom and resilience. Apart from meeting institutional and professional requirements, curricula should also be responsive to community/social, institutional/cultural, disciplinary, learning and labour market (economic) requirements. There is a need for a forum that brings academic together and offer them an opportunity to discuss uncertainties, frustrations, trends, creative solutions and aspirations.

43. Case Study2017 Deloitte Global Human Capital Trends report: Rewriting the rules for the digital ageMr David Bischof (Deloitte Consulting)

Context / Orientation: This is Deloitte’s largest study of HR and Organisational challenges and trends to date, with more than 10000 HR and business leaders.

Motivation for the Study: Deloitte releases a yearly HC trends report based on global research, trends and surveys from business leaders. The presentation will focus on the South African report findings

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: This is Deloitte’s largest study of HR and Organisational challenges and trends to date, with more than 10,000 HR and business leaders from 140 countries—295 being South Africa—participating in surveys and interviews.

Main Findings: Digital disruption emerged as a core theme this year, with 90 percent of respondents indicating that building the organisation of the future is their highest priority. This year’s study also reveals that while leaders are adapting to new organisation models, HR is struggling to keep up with technological progress. Diversity and inclusion featured in the top five trends again this year for South Africa, demonstrating the need for urgent and more innovative approaches to managing this important aspect of the South African.

The impact of digital technology, including AI, robotics, while not as high on South African business leaders’ radars, still scored 74 percent indicating they believe digital HR is important. The report makes it clear that the world is changing at a rapid pace and employee needs are changing dramatically. Collaborating as a network of teams is becoming increasingly important and the traditional organisational models with many layers of management, complex organisational structures, procedures and red-tape will increasingly hamper competitiveness in the disrupted future world of work

Practical / Managerial Implications: The report provides significant insight to IO Psychologists as well as leaders in organisations regarding HC trends that are relevant for consideration in HR and talent strategies

Contribution / Value-Add: The report provides significant insight to IO Psychologists as well as leaders in organisations regarding HC trends that are relevant for consideration in HR and talent strategies.

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44. Research PaperExploring the coachee’s expectations and experiences of the coaching relationship within a state owned utilityMrs Karina Viljoen (ESKOM), Dr Daniel Du Toit (NWU), Prof. Marius Stander (NWU)

Context / Orientation: In the state-owned utility coaching is central to address leadership challenges as part of their leadership strategy to build leadership capacity

Research Purpose: The aim of the study is explore the expectations and experiences of coachees of the coaching relationship

Motivation for the Study: The coaching relationship has been identified as the driver of the coaching process. Few studies have explored the actual experiences of coachees of the coaching relationship.

Research, Design and Methodology: A qualitative study was conducted from a social constructivist perspective. Six semi-structured interviews were conducted with senior managers, selected by purposive and theoretical sampling. Grounded theory guided data collection, analysis and literature review.

Main Findings: The study found coachees had no significant expectations of the coaching relationship. Results, however, indicated that six theoretical categories depict participants’ experiences of the coaching relationship. The results showed an interdependent relationship between the categories ultimately contributing to the experience of the coaching relationship as a growth-enabling relationship.

Practical / Managerial Implications: Findings provide the state-owned utility with insight into the importance of establishing and maintaining a quality coaching relationship between coach and coachee. Information from the study could enable the state-owned utility to enhance coaching practices by addressing coach selection, relational contracting, clarification of coaching objectives, and providing organisational support. It further identified the need for orientation and training of coaches related to the coaching relationship.

Contribution / Value-Add: The findings do not only provide valuable insight into the actual experiences of coachees in the coaching relationship, but creates opportunities for future research of the theoretical categories identified to determine significance and possible theoretical constructs involved. It also provide insight of practical implications of the coaching relationship and what can be done to optimise benefits for the organisation, coachee and the coach.

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45. Research Paper Values-driven risk behaviour and how managers perceive it in a large multi-national organisationMs Manuella Manolas (TTS)

Context / Orientation: Non-compliance to the values of the organisation can result in both financial and reputational risk to the organisation.

Research Purpose: To explore managers’ perceptions of values-driven risk behaviour and related management of these identified risks in order to understand the practical implications of the results regarding alignment or misalignment of values on the organisation.

Motivation for the Study: To obtain a better understanding of managers’ perceptions of organisational policy and employee values to assess the extent to which managers have the ability to not only identify subordinates whose behaviour differs from the values of the organisation but also how to manage these subordinates.

Research, Design and Methodology: It was a qualitative research study that was conducted from the interpretive ontological and epistemological perspective. There were five semi-structured interviews in a multiple case study research design format and the data was analysed through the process of phenomenological analysis.

Main Findings: The values of the organisation were understood and internalised rather similarly by the interviewed employees as the way in which business is conducted. These values were reinforced by the organisation by multiple positive reinforcement methods such as support, forums for ethical concerns to be raised, reward programmes as well as informal or formal public recognition forums to recognise employees whose behaviours aligned with the values of the organisation. The organisation and managers had processes that made use of informal (having a discussion with the individual) and formal (written warnings, disciplinary hearings, escalations and dismissals) disciplinary procedures that would be utilised when an employee’s behaviour posed a risk to the values of the organisation.

They also focused on mitigating undesirable conditions to decrease the likelihood of risk to the organisation and the values they wanted their employees to display. These actions involved creating awareness of potential risk areas by educating customers and employees and creating tools to assist them with monitoring risk to the values of the organisation. Questions specifically regarding the values of the organisation were asked during the screening process and there were dedicated teams to ensure that the organisation remains compliant with legislative requirements on a more continuous basis. Overall, these findings indicated that it was important for the employees of an organisation to identify with the values of the organisation to the extent where it became the brand of the organisation. By creating this brand recognition and a culture that made employees feel part of the family and that the organisation was their home, encouraged loyalty to the organisation and the values the organisation stood for.

Practical / Managerial Implications: The study displayed the way in which managers’ perceptions and the failure to manage these perceptions could have financial implications for the organisation. The information that was collected enabled the interpretation, as well as the opportunity to make recommendations to improve the functioning of the organisation. It also assisted the organisation to obtain a more in-depth understanding regarding the perceptions that occurred within the organisation and the degree of alignment with the organisation’s strategy, processes and procedures. If substantial alignment of the managers’ perceptions of values-driven behaviour with the organisation were not present, recommendations would be made regarding how this could be addressed. In contrast, if managers’ perceptions of values-driven behaviour were substantially aligned with the organisation’s strategy, processes, and procedures, recommendations would be made regarding the enhancement and continuous alignment between the two.

Contribution / Value-Add: The value of the study was mainly associated with the practical value that this study brings to the particular context within which it was conducted (large, multi-national organisation). The study assisted the organisation to obtain a more in-depth understanding of the managers’ perceptions of values-driven risk behaviour and the degree of alignment with the organisation’s values.

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LEARNING AGILITY

LEARNING AGILITY IS THE ABILITY TO DEVELOP NEWEFFECTIVE BEHAVIOUR, BASED ON NEW EXPERIENCES.

Change Agility

Mental Agility

People Agility

Results Agility

Self-awareness

HFMtalentindex.co.za | [email protected] 010 276 0418 | 021 824 2009

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Abstracts Day 3: Thursday, 27 July 2017

46. Keynote Address Mindset of a Champion

Dr Gericke has been on a lifelong journey to explore the mindset of champions and champion teams. Join him in this fascinating journey, seeking the inner make up of the champions you want in your team. Together you will learn to conquer the inner battles and fears of self doubt, frustration and failure. You will realise that these battles are fought with weapons of the heart.

Striving to be a champion is embracing and connecting to virtues such as passion, dedication, courage, perseverance and inner calmness and composure.

Most important is that all great champions start with themselves.

In this journey you will be challenged to celebrate your rarity and uniqueness, having thoughts of a king, driving your dreams and desire, embracing the secrets of the mind, living the ubuntu principles, creating champions habits and values and being spiritually connected.

Henning believes champions are warriors in life. They have their own, unique definition of success, which is so much more than their own ego driven needs to satisfy themselves. The ultimate champion focus on significance, where they apply their knowledge and experience to influence and change the life of others.

Henning likes to call them difference makers or stonecutters. In this session he dares you to take up your calling (in your private and corporate life) and be the ultimate stonecutter you are meant to be.

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47. WorkshopPeople Excellence: Towards an integrated strategic stress testProf. Theo Veldsman (UJ)

Context / Orientation: People have moved centre stage w.r.t. organisational success. Knowing the People Excellence of one’s organisation has become mission critical.

Aims, Objectives and Purpose: How can one stress test the ‘credit worthiness’ of an organisation’s People Excellence? The purpose of the workshop is to suggest 20 critical questions across five key People Excellence Domains to direct and guide such a stress test. Five interdependent, reciprocally influencing, Excellence Domains will be proposed in the form of a People Excellence Star that can provide a compass setting for assessing and attaining People Excellence: Strategic Intent, Capacity, Delivery, Outcomes and Relationships.

Areas of Focus and Learning Outcomes: Within each Domain of the Star - Strategic Intent, Capacity, Delivery, Outcomes and Relationships - the issues are elucidated which need to be covered by the People Excellence Questions related to that Excellence Domain.

Analogous to the nuclear fusion of hydrogen and helium in the core of a star creating light and energy, People Excellence is the consequence of the powerful, virtuous chemistry between all of the Domains acting in a synergistic concert to achieve exceedingly well with the organisation’s people. These reciprocal interdependencies will be covered during the discussion.

Theoretical Paradigms/Approaches: Essentially the People Excellence literature covering five Excellence Domains of: - Strategic Intent, e.g. Strategic People Choice, People Strategic Intent- Capacity, e.g. matching organisational and people capacity - Delivery, e.g. balancing work resources and demands, aligning performance and rewards - Outcomes, e.g. people contributions to organisational success - Relationships, e.g. stakeholder goodwill, sustainability

Workplace Application and Future Focus:

• Excellence Domain 1: Strategic Intent - strategic positioning of people for sustainable organisational success. E.g., making the right Strategic People Choice

• Excellence Domain 2: Capacity - putting people potential in place for organisation to achieve its Strategic Intent. E.g., matching organisational and people capacities

• Excellence Domain 3: Delivery - actual people performance, with its enablers. E.g., engaged and performing people within organisation

• Excellence Domain 4: Outcomes - determining the outcomes resulting from people performance, and contribution to organisational success. E.g., delivering on People Brand Promise

• Excellence Domain 5: Relationships - organisation in relation to its context. E.g., growing social capital with stakeholders.

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48. WorkshopBuilding an organisational psychology consulting business (how to thrive as an external consultant)Mr Stephen Renecle (Stephen Renecle & Associates), Mr Stefan Botes (The Talent Connection)

Context / Orientation: Business management skills are a prerequisite for IO consultancies to ensure the significant value they hold to address society is unlocked.

Aims, Objectives and Purpose: The workshop aims to deepen the skills set of IO Psychology consultancy owners and potential owners to grow their own consulting businesses, so as to increase their reach and impact in line with the purpose of putting IO psychology to service for the benefit of society as a whole. In essence, the workshop will empower the IO psychology consultant with more advanced business skills to run a successful consultancy.

Areas of Focus and Learning Outcomes: “The following topics will be covered:

• Self-evaluation. Courageous exploration of successes and failures in running a consulting business.• Consulting Skills. The specific roles played in bringing IO Psychology to clients.• Compiling a Business Strategy. Testing the relevance and effectiveness of the current strategic trajectory. • The Offering. How to tap into niche and high potential growth areas.• Developing IP or trading with available technology. • Marketing Strategy. Professional marketing in the digital and social media arenas. • Fees. Dynamic structuring of fees so as to optimize business success. • Infrastructure. Building a business infrastructure that can appropriately support the business as it grows.• Regulatory Requirements. Navigating regulatory and governance best practice.• Selling. Balancing the need for client ownership with the need to “close the deal”.• Collaboration, strategic partnerships and associations. Skills to work with other IO Psychologists as well as other professionals. • Ethics. Ensuring that one’s ethics charter is front of mind.• Elements of Financial Management. Prudent decision-making, mergers, valuing consulting businesses. • Managing the organisational system and context. The relationship with internal consultants, navigating organisational politics and the ethical use of own power. • Ongoing Self-development. Personal and professional growth, as well as work-life balance and strategies to prevent burnout.

Theoretical Paradigms/Approaches: Building on the workshop presented at the 2016 SIOPSA conference, this workshop is on an intermediate level. Master classes are planned as part of the IGCCP activities in conjunction with the SIOPSA Academy. An eclectic approach is followed to address the various topics both in terms of content and process (from dialogue to sharing case studies on a number of subjects that range from strategy development to financial management).

Workplace Application and Future Focus: The workshop is interactive in nature and allows for learning from fellow delegates. Delegates are furnished with a support pack to assist in building their IO consulting business that will include, amongst others, templates for a business plan and strategy, checklists for infrastructure and administrative requirements, as well as a long-term self-development plan.

Both facilitators have extensive experience, spanning over 20 years, in running their own consultancies. Their consultancies have changed and evolved a number of times, but have throughout their lifespan been focused on putting the knowledge and skills of IO psychology to use to build healthy organisations in which individuals could work, find self-fulfilment, earn a living and, in doing so, contribute to building a healthy society.

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49. Case StudyOCD, merging with traditional African wisdom: The scientist practitioner approach that informed people practices in a global organisationDr Rica Viljoen (Mandala Consulting), Dr Anna-Rosa Le Roux (Woolworths Financial Services)

Context / Orientation: The Case Study explores how the doing (strategy) and the being (values) were translated in such a way that the human energy to perform was unleashed and sustainably catalysed.

Aims, Objectives and Purpose: An in depth understanding of the social containing system in which the organisation is operating ensures appropriate reactions to external demands. The manner in which the OCD practitioner co- construct the organisational strategy, architecture and culture is reliant on the systemic interplay with other strategic functions such as learning and development, communication and human resources.

The study aims to:• Create positive impact at an individual, team and organisational level with resultant community/ societal effect• Create a shared understanding within an inclusive climate• Unleash individual and collective voices accelerating rising levels of consciousness• Optimise organisational climate, health and effectiveness• Address continuous improvement issues and the sustainability of the organisation• Optimise a multi-cultural workforce

Workplace Application and Future Focus: Principles that drive the establishment, growth, stakeholder buy-in as well as the value add of the OCD field are applied in the case study namely i) holistic integration, ii) multi-disciplinary teams, iii) learning orientation,iv) systems thinking, v) scientist-practitioner model and vi) values driven.

Utilizing an evidence based approach positioned the Consulting Psychologist as a professional that builds rigorous theory and practice in consultation.The voice of the client was incorporated to co-create holistic interventions taking into consideration the key factors in the life of the client that will drive the system and guide implementation.

OCD Consultants needs to operate from a stance that is philosophically integral in nature, diagnosing and integrating in a multi-culturally sensitive way. Mechanistically breaking down the whole into pieces will not result in the optimisation of individual, group, organisational and societal behaviours.

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50. Case Study Millennial leaders: Ready to lead?Ms Sandra Schlebusch (LEMASA), Dr Martin Lanik (Pinsight)

Context / Orientation: In three years, 50% of employees will be Millennials (PwC) and 91% of them aspire to be leaders (The Millennial Leadership Study).

Motivation for the Project: Despite the media hype about how Millennials are different, our study of over 300 leaders globally shows that Millennial leaders possess the same level of leadership skill and are as effective as their older colleagues.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: Companies need to rapidly promote Millennials and let them lead sooner. Companies want cost-effective ways to identify future leaders and Millennials want their experiences to be engaging ones. We will present a case study of how Denver Public Schools uses specific HR technology to achieve this.

Main Findings: After 6 months of the leadership programme (using the HR technology - simulations): 90% of participants reported being more connected to DPS as a result of the programme; participants had a 9 - 14%increase in engagement compared to the rest of the company; participants’ turnover rate was 10% compared to 23% of the rest of the company 85% acquired a new skill and practiced it on the job. Within 2 - 3 months 80% of participants reported that others also reported that the participants’ leadership skills improved

Practical/Managerial Implications: Millennial leaders need the same skills and knowledge as their older colleagues. However, the delivery of the training to gain the skills and knowledge should be an engaging experience and include technology to accommodate their preferences and their reality. The DPS used HR technology (simulations) to give participants insight into what is expected of them and identify development needs. They then embedded the content of the simulations into the subsequent workshops.This approach provides a practical solution to rapid millennial leader development. The applicability of this approach in the South African environment will be discussed.

Contribution/Value-add: Millennial leaders have the same development needs as their colleagues. However, Millennial leaders use technology - their leadership development should also use technology, creating an engaging experience

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51. Research PaperThe unconscious meaning of living and working in South Africa: Findings from an on-going monthly systems psychodynamic thinking systemDr Jean Cooper (TILT), Prof. Frans Cilliers (UNISA)

Context / Orientation: Our personal, professional and citizen roles unconsciously contribute to and are influenced by the institutional systems composing South Africa.

Research Purpose: The research purpose is to explore the unconscious meanings of living and working in South Africa and how we can continuously transform our respective roles to remain vital, useful and transformative.

Motivation for the Study: If we remain unaware of the systems psychodynamics of the institutions composing South Africa (and our roles in these institutions) we cannot explore, integrate and transform our roles, institutions and society.

Research, Design and Methodology: This hermeneutic phenomenological qualitative study synthesizes the free-associative content, themes and hypotheses that were generated, collected and analysed over a period of two years by means of a systems psychodynamic Listening Post during an on-going study group known as a ‘Thinking System’.

Main findings: The membership of the thinking system is open, meaning no two sessions consisted of exactly the same people. There has mostly been 7 - 12 participants of diverse genders, races, socio-economic classes, nationalities, professions and age groups. Over the past 21 meetings of 3 hours each, some of the strongest and most frequently emerging systems psychodynamic themes have been:

• The effect of systemically entrenched inequality in terms of the distribution of economic and educational resources and dealing with the concomitant anxiety, avoidance, guilt/paralysis, anger, shame and a general sense of being overwhelmed. • The profound disillusionment with those in positions of power and authority (right through South Africa’s history and still today) for not only failing to properly hold and contain us, but also for actively misleading, exploiting, oppressing and corrupting. • A sense of being orphaned and having to fend for oneself with the associated annihilation anxiety and persecutory guilt resulting in constructing various psychological and physical walls / bubbles which perpetuate the sense of isolation and fear.• Connecting, relating and having encounters with ‘the Other’ as a way out of isolation, splitting and projecting. Simultaneously realising how difficult it is to open up and be vulnerable in a context of historical distrust and fear. • Our pathological splitting between good and bad in order to defend ourselves against the anxieties created by having to work with and live in a complex reality with real and complex persons and histories. One example is the split between the all-good (Mandela) and the all-bad (Zuma) leader, and what this tells us about the parts in ourselves that we cannot tolerate and thus project onto ‘Others’ as bad part-objects.

Practical / Managerial Implications: Implications for I/O Psychologists, other consultants, leaders and managers of South African organisations:• The data suggest that it would be unwise and unethical for organisational consultants in the South African context to ignore or remain oblivious of the impact that the powerful underlying forces of stereotypical projections, fragmentation, massification, dependency, fight/flight and pairing has on their professional and personal roles;• In order to take up the role of change agent it is suggested to hold the self-accountable to actively reflect on and continuously transform one’s roles least one merely continues to unconsciously perpetuate the exact institutional dynamics one hopes to address;• It is suggested that the thinking system methodology be implemented in organisations and industry-specific forums as it provides a unique reflective and transformative space where participants can start to think differently about their personal and professional roles.

Contribution / Value-Add: The study adds to systems psychodynamic literature by showing how the listening post methodology is used over a period of time to gain insight into the conscious and unconscious dynamics of institutions as systems within specific cultural-historical contexts. The study further provides an in-depth systems psychodynamic understanding of how South African citizens are affected by the society that they are creating. An on-going systems psychodynamic stance provides perspectives of society and our roles that are distinct from traditional economic, political and sociological analyses.

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52. Case StudyConducting a custom competency-based skills audit to inform decisions and development opportunities: A case studyMr Francois De Wet (TTS), Mr Jaco De Jager (TTS)

Context / Orientation: Driving strategic imperatives through a competency-based skills audit for a client in the sugar industry from a neighbouring country.

Motivation for the Study: Facing increasing client demands in a volatile market, the organisation developed a strategy map to regain competitive advantage. Talent enablers were identified as key to this process – necessitating a contextually-grounded, competency-based skills audit.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: The organisation was faced with taking stock how it measured up for executing the strategic framework. A two-phased assessment approach was developed to gauge the backward-looking expertise and forward-looking potential of the organisation’s identified agents of strategic change.

Main Findings: The skills audit project was executed in two phases across two organisational levels, i.e., all managers on or above the middle management level, as well as identified high potential talent (based on line manager recommendation and performance rating) at the lower levels. The presentation on the case study will report on the findings, key trends and development areas identified. During Phase 1 (focusing on forward-looking potential), these groups completed online ability, personality and interests/motivations assessments. Individual results were interpreted against the competency and skills framework developed to drive strategic change. Feedback was provided on fit to these competencies, environmental fit, values fit, and leadership brand fit. All participants received face-to-face group feedback and were provided developmental tips based on their profile alignment. During Phase 2 (focusing on backward-looking attainments), the 100 individuals who showed the best alignment with the skills and competency framework completed an online experiences questionnaire. Each participant’s line manager also completed the questionnaire. This yielded a career experiences summary with detailed information on each participant’s people leadership; business execution; business acumen and stakeholder management experience. In combination, Phases 1 and 2 of this skills audit brokered a grounded understanding of key enablers and risk areas affecting delivery on the corporate strategic agenda on the individual, group and organisational levels. These insights were used to identify key focus areas for personal and group developmental interventions and will be shared with the audience.

Practical / Managerial Implications: The skills audit project was executed in two phases across two organisational levels, i.e., all managers on or above the middle management level, as well as identified high potential talent (based on line manager recommendation and performance rating) at the lower levels. The presentation on the case study will report on the findings, key trends and development areas identified.

During Phase 1 (focusing on forward-looking potential), these groups completed online ability, personality and interests/motivations assessments.Individual results were interpreted against the competency and skills framework developed to drive strategic change. Feedback was provided on fit to these competencies, environmental fit, values fit, and leadership brand fit. All participants received face-to-face group feedback and were provided developmental tips based on their profile alignment.

During Phase 2 (focusing on backward-looking attainments), the 100 individuals who showed the best alignment with the skills and competency framework completed an online experiences questionnaire. Each participant’s line manager also completed the questionnaire. This yielded a career experiences summary with detailed information on each participant’s people leadership; business execution; business acumen and stakeholder management experience. In combination, Phases 1 and 2 of this skills audit brokered a grounded understanding of key enablers and risk areas affecting delivery on the corporate strategic agenda on the individual, group and organisational levels. These insights were used to identify key focus areas for personal and group developmental interventions and will be shared with the audience.

Contribution / Value-Add: This project provided insights that will enable the practitioner to cut through organisational layers to the essential human dynamics defining the organisation’s adjustment to the realities of its strategic environment. It offers a practical roadmap to navigate a large-scale skills audit and development programme in support of a long-term change management agenda.

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53. Panel DiscussionPeople Assessment in Industry: Implications of the High Court Judgement to declare the amendment of section 8 of the EEA (section “d”) null and void and of no force and effectMr David Bischof (PAI) (chairperson), Panelists: Prof. David Maree (HPCSA Psychometrics Committee), Dr Sumaya Laher (PSyssA), Prof. Hennie Kriek (ATP), Prof. Deon Meiring (SIOPSA),Mrs Nadene Venter (PAI)

People Assessment in Industry (PAI) was established in 1998 to proactively engage various stakeholders interested in psychological assessment in South African industry. Functioning as an interest group of the Society for Industrial and Organisational Psychology in South Africa (SIOPSA), the purpose of PAI is to ensure testing exists in the South African context as a value adding and ethical practice. The group’s activities include promoting fair assessments in the workplace, with the primary aim being to be generally recognised as the leading organisation in the continuing promotion of fair assessment in the workplace to which people will automatically refer for assessment expertise and knowledge. PAI acts as an independent body, but seeks to build relationships and to collaborate with amongst others, such bodies as the Health Professions Council of South Africa (HPCSA), Association of Test Publishers (ATP), Assessment Centre Study Group of South Africa (ACSG), and the International Test Commission (ITC), who all share similar interests with regards to assessments in the workplace.

On the 13th April 2016 - The SIOPSA Interest Group PAI (People Assessments in Industry) and the SIOPSA Pretoria Branch, in collaboration with the University of Pretoria (Human Resource Department) held a breakfast and information event entitled ‘Psychological Testing at a Cross-Road: A future perspective debate facilitated by People Assessment in Industry’. The breakfast was a sold-out event with presentations and contributions from Nadene Venter, David Bischof and Prof. Deon Meiring (SIOPSA), Dr Sumaya Laher (PSyssA), Prof. Marise Born (ITC), Dr Marie de Beer (ATP) and Prof. David Maree (HPCSA).

Following the breakfast, it became clear that all parties concerned would be interested in setting up further discussions regarding the current impasse between ATP and HPCSA as well as the impact of current issues on various stakeholders and their members (SIOPSA, PSyssA, ITC and industry).

The panel discussion will include representatives from relevant parties (SIOPSA, PSyssA, ITC and HPCSA) to provide feedback on current impasse and court case between ATP and HPCSA as well as the impact of current issues on various stakeholders and their members

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54. Master TutorialFoundational drivers of Mental Performance at work – a collaborative brain-based approachMrs Ingra Du Buisson-Narsai (NeuroCapital), Dr Etienne Van Der Walt (Neurozone), Mrs Leigh Ann Crane-Silber (Leigh Ann Silber Dietician)

Context / Orientatilon: A synthesis of research on the role Sleep, Mindfulness, Nutrition and Exercise plays in enhancing resilience and cognitive performance at work.

Aims, Objectives and Purpose: The objective of this presentation is to summarise and integrate distinct strands of Neuroscience, Psychology and Nutritional research to inform organisational psychologists about the scope and practical application of these four drivers in enhancing mental performance at work.

Areas of Focus and Learning Outcomes: 1 The Neuro-Cognitive benefits of four brain stamina drivers will be reviewed: 1. Sleep 2. Exercise 3. Nutrition 4. Mindfulness

2. The relationships with outcome variables such us cognitive performance will be explicated using samples from the research literature.

3. Brain-based Productivity-Hacks will be shared including:

• Brainwave entrainment technologies • Mindfulness-Based Interventions (MBIS) • Brain Foods to boost Memory, Mood and Focus • Nutrition and Neuro-transmitters • Cognitive behavioural strategies to change

Theoretical Paradigms/Approaches: Organisational Neuroscience is an emerging research domain within the field of organisational behaviour, and it represents an interpretive framework that deploys neuroscience to help illuminate human behaviour in organisations via its neural origins.

Workplace Application and Future Focus: Delegates will get an overview of the neural underpinnings of these brain stamina drivers. Cultivating mental performance has applications to organisational wellness solutions, personal leadership development, and health coaching.

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55. Research PaperThe world of work of a senior supervisor: The adverse impact of organisational and individual wellbeing on human performance Dr Leon Steyn (ESKOM)

Context / Orientation: To obtain a better understanding of the Job Demands experienced by Senior Supervisors in an Electricity Distribution Organisation in South Africa

Research purpose: The aim of the research was to investigate the current organisational and individual well-being variables that are likely to influence the performance of Senior Supervisors?

Motivation for the Study: The research was triggered by a perceived disparity between expected job outputs versus job profile of Senior Supervisors. In addition, the alleged suicide of a Senior Supervisor called for an in-depth study on the work-related well-being of Senior Supervisor’s.

Research design, approach and methodology: Both a qualitative and quantitative approached were followed. Senior Supervisors and Line Managers (N=61) from five provinces participated in the focus groups. From a population of 238, a sample (S=129) completed questionnaires were received.

Main Findings: The findings of the job analysis study suggest a miss alignment between current and expected job outputs. Information depicted from the talent engage survey suggest that if the current economic climate in SA was favorable coupled with available but stable job opportunities, a high percentage of Senior Supervisors would be at risk to leave. The results from quantitative study yield the following. Suicide ideation and intention to leave are predicted by burnout and unhealthy lifestyle and burnout are predicted by perception of workplace bullying and excessive job demands (pace and amount of work, cognitive and emotional strain and role ambiguity). In addition, Job and career satisfaction are predicted by work engagement and work engagement are predicted by individual psychological strengths (sense of coherence, optimism, self-efficacy, flow, etc.) and job resources (leadership support, collegial support, role clarity, rem & benefits, and talent engage).

In addition, the different variables measured allowed for the development of a holistic Work-Related Well-Being Model (WR_WB Model) depicting the world of work of a Senior Supervisor from an effort based-energetic process driven by high job demands and that eventually might lead to health problems and suicide ideation and motivational process that is driven by available resources that might lead to positive experiences of the workplace such as career / job satisfaction (Schaufeli and Bakker, 2004). More so the study supports the relevance of the effort based-energetic and motivational process across generations (Boomers to Millennials).

Practical / Managerial Implications: The results of the study suggest that there are underlying systemic factors that contributes towards an increased (cognitive or emotional) effort from Senior Supervisors to cope effectively. New thinking is required from Management, IOP’s and Human Resources to firstly address the causes of job demands such as organisational structure design, job profiling, recruitment practices, reviewing of processes that constrains Senior Supervisor’s capability to perform.

The lack of proper mechanisms, from a legislative perspective, to address bullying in the workplace (including cyber bullying via e-mails or other electronic mediums) should not stop organisations to draft in-house policies or procedures. From the literature, leadership support, is seen as a critical resource to minimise the causes of excessive job demands, but the challenge for organisations are whether organisational (i.e. HR, Financial, Commercial, etc.) policies and procedures empower managers to assist Senior Supervisors on a task (i.e. job crafting) and/or interpersonal level (rewards and recognition). Perhaps the most important topic such as organisational culture, engagement and employee well-being in balancing job demands and job resources would remain a top priority for current and future Leaders, IOP’s and Human Resource Professionals

Contribution / Value-Add: Even though the demographic profile on Supervisory and Management levels in organisations have changed dramatically over the last 10 years, previous studies on organisation health psychology such as burnout and engagement and the prediction of either negative or positive outcomes are still relevant and should remain a top priority for academia, IOP’s and Human Resource Professionals. A positive outcome of this study coupled with an aggressive project management approach towards the implementation of the recommendations created critical leadership conversations at executive level.

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Poster PresentationThe reliability and factorial validity of the Cultural Values Scale (CVSCALE) in a South African military sample Mr Oscar Mthembu (Stellenbosch University), Ms Linda Semenya (Stellenbosch University)

Context / Orientation: The salience of culture in military organisations cannot be underestimated; it can affect organisational behaviour and some important work outcomes.

Research purpose: This study focused on the soundness of the psychometric properties in terms of internal consistency and the factor structure of the CVSCALE among military health practitioners in South Africa.

Motivation for the Study: This study aimed at highlighting the extent to which a recently-developed measure of cultural values at individual level, the CVSCALE, could be usable in a military health environment.

Research design, approach and methodology: A quantitative survey study was undertaken using Yoo et al.’s (2011) CVSCALE. The instrument was administered in person to a sample of 325 military health practitioners in three military hospitals and a South African Military Health Service Nursing College.

Main Findings: The negative correlations ranged from a low, insignificant -.032 to a relatively moderate significant -.312; while the positive correlations ranged from a moderate insignificant .032 to a moderate, significant .499, corroborating the expected results. The Cronbach alphas were acceptable, ranging from 713 to 813. Inspection of the Item-Total statistics warranted a deletion of few items to improve the psychometric properties of the CVSCALE in the current context. Furthermore, dimensionality analysis corroborated the unidimensionality of the five subscales of the CVSCALE, corroborating its factorial validity.

Practical / Managerial Implications: The study provides evidence for transportability and usability of the CVSCALE measure of culture at individual level in a South African military health environment. This should pave way for studying the effect of the five-dimensional CVSCALE on other important organisational behaviour and work outcome variables like absenteeism, performance, job satisfaction, organisational commitment and turnover intention.

Contribution / Value-Add: The study added value by confirming the psychometric validity in terms of reliability/internal consistency and factor validity in terms of unidimensionality of the five subscales of the CVSCALE in a military environment among the health practitioners.

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57. Poster PresentationAssessing conflict management styles and work-related wellbeing of employees in higher education in South AfricaMs Wilmé Van Niekerk (Business Dynamics Consulting), Dr Marissa De Klerk (NWU), Mrs Jeanine Pires-Putter (NWU)

Context / Orientation: Conflict exists between academic personnel and support staff and therefore, awareness of conflict management styles should be created.

Research purpose: The general objective of this research was to assess the relationship between conflict management styles and work-related wellbeing of employees in a higher education institution in South Africa.

Motivation for the Study: The present study adds to current literature on the topic. It also helps higher education institutions develop effective interventions to improve the conflict management styles of their employees, which will ultimately have an effect on the latter’s work-related wellbeing.

Research design, approach and methodology: A cross-sectional research design was used on a sample consisting of academic personnel (N = 180) and support staff (N = 201) in South Africa. The following methods were employed to analyse the data: descriptive statistics, inferential statistics, and Cronbach alpha coefficients.

Main Findings: The results indicated the existence of a relationship between conflict management styles (i.e. compromising, avoiding and dominating) and work-related wellbeing (Burnout and Engagement). The compromising conflict management style indicated a significant positive relationship with disengagement, and a significant negative relationship with engagement. The avoiding conflict management style was statistically and practically significantly related in a negative way to exhaustion, and positively related to disengagement.

The compromising conflict management style was a predictor of engagement and disengagement. The avoiding conflict management style was a predictor of exhaustion. A significant difference was found between academic personnel and support staff regarding their styles to deal with conflict. It was found that support staff members use the dominating and compromising conflict management style to a greater extent than academic personnel. No differences were found regarding the experience of work-related wellbeing between the groups.

Practical / Managerial Implications: The results provide more insight into the existing conflict management styles in a higher education institution and its impact on work-related wellbeing. Management of higher education institutions will be able to create effective interventions to manage conflict and its impact on academic personnel and support staff’s work-related wellbeing.

Contribution / Value-Add: The study contributes to the literature on conflict and work-related wellbeing, seeing that this is the first study to date on the topic to assess the impact of different conflict management style on work-related wellbeing, with particular reference to academic personnel and support staff within a South African higher education institution. In addition, the current study contributes to literature by comparing academic personnel and support staff based on their conflict management styles and their work-related wellbeing.

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58. Poster PresentationCultural Agility – State or traitMs Jacqueline Du Toit (TTS)

Context/Orientation: Organizations today are required to acquire, develop & retain professionals who will be effective around the world, irrespective of country or culture.

Research Purpose: To determine if Cultural Agility is a state or trait factor.

Motivation for the Study: The organizations of today need a pipeline of professionals who possess Cultural Agility – who have the ability to quickly, comfortably, and successfully work cross-culturally and internationally in environments of unfamiliar cultural norms.

Research, Design and Methodology: Exploratory Research Design Quantitative Research Methodology Analysis method - Inferential Statistics, Pearson Correlations Probability Sampling - purposive sampling Sample size: 221 candidates across Africa from various financial institutions.

Main findings: Strong correlations have been found between the Cultural Agility competencies and the Thought and Influencing People clusters on the Saville Professional Styles Assessment. The following Cultural Agility competencies that presented statistically significant relationships are: Relationship Building with Seizing Opportunities (0.308), Thinking Positively (0.305), Interacting with People (0.459) and Establishing Rapport (0.456). Resilience correlated with Providing Insights (0.311), Showing Composure (0.401), Thinking Positively (0.364), Embracing Change (0.306) and showed a negative correlation with Following Procedures (0.320). Whereas Tolerance of Ambiguity correlated positively with Showing composure (0.352) and Embracing change (0.399); and correlated negatively with Managing Tasks (-0.372), Checking Things (-.338), Meeting Timescales (-0.399), and Following Procedures (-0.576). The above results support the premise that Cultural Agility is a State factor.

The three cultural orientations are context dependent, and emerge based on the situation one finds them self in.The most Culturally Agile individuals leverage each of the three orientations as needed to get the most from their operating environment. The correlations substantiated this, as no statistically significant relationships emerged, only statistical relationships with the Adaptation and Delivering Results clusters on the Saville Professional Styles were present.

Practical / Managerial Implications: The global economy needs to be sensitized to the various cultural differences within the organizations of today. Cultural Agility has two parts; competencies and orientations. Competencies are traits that can be developed up to a certain level, enabling individuals to be perform successfully in various cultural situations. Whereas cultural orientations are less stable and differ from situation to situation, and can thus be consider personality traits. Employees can be taught skills by using scenarios that teach employees how to match the cultural agility orientations to the culture situation presented.

The Cultural Agility Self-Assessment can be used to identify how culturally agile your employees are. The results of this assessments can be grouped together and used to tailor training programmes to develop cultural agility competencies or to teach employees cultural orientation skills.

Contribution / Value-Add: Cultural Agility is a new construct within the field of Industrial Psychology. Focus has largely been on diversity and diversity management and not on specific competencies or skills needed to perform effectively within a multi-cultural environment. In today’s globalized world individuals are faced with numerous situations where they are required to adapt to the culture of the organization or the culture of the country whilst still maintaining the culture of the organization. It can thus be argued that Cultural Agility is the competency needed to be successful in today’s globalized economy.

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59. Case Study360° assessments: Have we become too lenient?Dr Daniel Oosthuizen (TTS)

Context / Orientation: Reviewing 360 assessment outcomes, it appears as if raters tend to allocate high-end scores. Has this become a pattern and if so what is the impact?

Motivation for the Study: 360 assessments is a valuable tool to obtain feedback from different people and is often used for personal development and talent management. However, if these ratings are positively skewed, the impact of the feedbacks are lost and the participants may have a distorted view of real competence.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: To understand the extent of over rating across three projects and to analyse rating patterns between the different types of raters, e.g. Self vs. Managers to see if there were specific patterns. The responses were analysed and descriptive statistics were used to understand the trends.

Main Findings: The initial results indicated that significant over ratings were encountered on the three projects (N = 150). It was also noted that in some cases, peers and direct reports were more inclined to give a higher score, while the raters themselves had a balanced view. This led to the question of why this is the case and are peers and direct reports more inclined to rate someone higher? After a literature review, it became evident that the mindset of the rater at the time of the assessments as well as their view of their own competence directly influenced the outcome of ratings.

Furthermore, the rating scale also influenced the outcome of the assessments. It was also noted that managers often had a more balanced view given that their frame of reference against which they were assessing their direct reports, was broader and therefore the ratings more evenly spread. In one of the projects, it was also noted that over time and after a few 360 projects were executed in the specific business, the ratings were closer to a normal distribution. Lastly, the question pertaining to if the culture of the organisation has an influence on how critical raters will be in completing 360 assessments was further explored.

Practical / Managerial Implications: The implications of the study were as such, three-fold: Firstly, the study was useful in understanding the response patterns between the different type of raters on the question of “if over ratings takes place and how significant over ratings are”. Secondly, in understanding why it is these over ratings take place. Additionally, methods will be explored and discussed on how a more balanced distribution of scores can be achieved.

Contribution / Value-Add: This study will assist Talent managers to improve the effectiveness of their 360 projects by putting measures in place to avoid skew outcomes. It will also assist users of 360 assessments to have a better understanding of the response patterns and what to expect when reviewing 360 data. Lastly, it assists all users of 360 assessments to have a better understanding of the underlying dynamics which may influence outcomes of 360 projects.

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60. Research Paper#UnresolvedPastMustFall. Universities as a psychological container of our unresolved pastProf. Mias De Klerk (USB), Prof. Peliwe Mnguni (UNISA)

Context / Orientation: This research is a system psychodynamic inquiry into the unconscious drivers and the psychological purpose of the student protests since 2015

Research Purpose: The study tries to find answers to the sudden rise of student protests since 2015, especially at universities. It offers plausible explanations, beyond the rational reasons that are cited by the students and in the media

Motivation for the Study: The reasons generally offered for the protests are overly rational and unconvincing. The sudden anger against Rhodes and fees is indicative of deeper lying frustrations. We need other plausible explanations of the real the driving forces behind these actions, at universities, during this period

Research Design and Methodology: Data is gathered through a theoretical study and interpreted from a systems psychodynamic perspective to identify and describe probable mechanisms underlying the student protests. This offers plausible explanations to unconscious and irrational drivers of a perplexing behavioural phenomenon

Main Findings: General working hypothesis: Student protests are manifestations of systemic anxieties and fantasies, from unresolved conflict. Universities became the container to release emotions because it cannot safely be done elsewhere.

Practical/ Managerial Implications: The protests and unrests at universities are potentially a threat to a stable South Africa in which different groupings, from both sides of the apartheid divide, can live together. Rational explanations only provide part of the answer as to why this situation erupted. Without an understanding of the unconscious and irrational nature of this situation, much of the behaviour remains perplexing and hidden to scrutiny or rectification. By inquiring into the protests and unrest from a system psychodynamic perspective, the findings indicate that the protests arguable stem from several previously unrecognized system dynamic mechanisms. The research informs how universities became a container for unresolved conflict in the post-apartheid South Africa, on behalf of the larger society. Although this container role might make it easier for society to carry on without resolving the inherent conflict, it does it still denies and repress emotions and active resolution.

Once authorities, administrators and even protestors understand the unconscious mechanisms behind the protests, they are in a much better position to be manage the situation, but also understand what else must be done to defuse the situation on a more permanent basis. The research also emphasizes the need for an active process to again insource the responsibility to deal with unresolved conflict

Contribution / Value-Add:This research testifies to the power of the system psychodynamic approach to analyse behaviour in the social systems and how it is affected by the collective unconscious, such as projection, denial and repression. It asserts system psychodynamic theory as a foundation to reflect on transformation progress, identify underlying aspects that are repressed in the collective unconscious. This extends the insights beyond rational arguments by uncovering hidden motives that may promote the protests. With a veil of naivety lifted, the unconscious becomes available for modification.

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61. Ethics SessionEthics and Scope of Practice of IOP in South AfricaProf Deon Meiring (UP)

The purpose of Professional Ethics is to prevent abuse of power, promote responsible use of power and to instill trust in the profession. Building an ethical professions required structures and practitioners with an ethics competence. In March 2016 the Executive Committee of the Board of Psychology were mandated by the HPCSA to deal with ethical related matters and to review the Ethical Rules of psychologists. During the presentation feedback will be given on the development of a code of ethics for Industrial Psychologist and a new scope of practice frameworks will also be presented and debated.

62. Panel DiscussionCollaboration between, and benchmarking of IOP with other professionsDr Anna-Rosa Le Roux (IGCCP) (moderator)

Context / Orientation: An exploration of the benefits of collaboration between IOP and other professions for society at large as well IOP as a profession.

Aims, Objectives and Purpose: 1. Exploring opportunities for collaboration between IOP and other professions over and above the obvious adjacent professions such as other psychology disciplines, the medical and health professions and

2. Probing the way that other professions regulate themselves, market themselves and maintain the quality within the profession

3. Assessing which of these best practices could be transplanted in IOP in general and SIOPSA specifically.

4. Identify short term and more strategic ways of enhancing collaboration and benchmarking to serve the community at large better.

Workplace Application and Future Focus: Collaboration is often underlined in academic and popular literature alike as a critical competence for the future. As a relatively young profession that is still an adolescent figuratively speaking, the benefits of adopting a collaborative paradigm can be very beneficial. Not only can it fast track the professionalisation of the IOP as a profession but also could be the pathway of finding holistic and integrative solutions for societies problems and challenges. Many of the problems and challenges we experience are a result of a mechanistic and reductionist view of the world.

This panel discussion would play a useful role in stimulating a discourse in IOP on how ready and capable the IO Psychologist is to collaborate not with those they typically associate with but also with professionals that have a different lens on the world. Panel members from other professions to be finalised.

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63. Master TutorialEmployee Share Ownership Plans (ESOP’s): The softer sideMr Sharon Nieuwoudt (EOH Human Captial Solutions), Mrs Corne Blignaut (EOH Human Captial Solutions), Mrs Marie van Schouwenburg (EOH Human Captial Solutions)

Context / Orientation: ESOP’s are implemented for retention, variable pay, recognition & BBBEE transactions, but then Employers are expecting change on the bottom line.

Aims, Objectives and Purpose: We firmly believe the golden key is “sustainable employee engagement”. It is the “softer side of ESOP” that we need to explore and understand. Global studies have proven that engaged employees, have a direct impact on change within the organisation. Employers implement ESOP’s to drive change in employees, the organisation as well as on the bottom line. We will look at the definition, interesting stats, financial impact, Myths on engagement and how one can create a tail wind to rise above the current economic climate through what we have learnt over the years.

Areas of Focus and Learning Outcomes: ESOP’s: Design, implementation and maintenance.- Are we ticking the right Boxes?- How ESOP’s can achieve better employee engagement. - How to achieve the best Return on Investment.- Secrets of sustainable engagement.- How do I empower my employees?

- ESOP success drivers.

Theoretical Paradigms/Approaches: Sustainable engagement – is not only how do I build greater connection but how do employers enable employees to be successful, to have the right energy flowing, the physiological and social wellbeing of my employees. How do we get better insights into the hearts and minds of employees? Do they feel stressed, do they feel they are receiving enough support from the organisation to cope with everything life throws at them? Getting into the hearts and minds of employees is what all is about.

Workplace Application and Future Focus:

When designing ESOP’s it is not just about ticking the right boxes to be successful, but we need to look deeper to have the sustainable impact on the employee, looking at the heart and mind of the employee that we are trying to reach.

When designing a share scheme it is imperative to recognise the softer side and not to expect a shareholder attitude of employees when implementing an ESOP. Greater consideration is needed to address: - EVP (Sustainable engagement)- Financial Literacy- Time- Understanding the Business (Business Acumen)- Effective Communication

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64. Case StudyDoes employee engagement matter? A longitudinal study evaluating the impact of engagement on performanceMr Dieter Veldsman (Mindset Management), Ms Lydia Mduli (African Bank)

Context / Orientation: Employee engagement has become a popular people effectiveness metric, yet much debate exists in terms of the impact of engagement on performance.

Motivation for the Study: In an environment that is characterised by cost-cutting initiatives, budget constraints and a lack of time, human capital practitioners are often left to defend the value and merit of employee engagement initiatives.

Purpose of the Project, Underpinning Scientific Principles/Methods and solutions provided: The case study aims to evaluate an employee engagement programme within a financial institution (N=4100) over a three year measurement period (2015 to 2017) through a pre- and post-measurement methodology that evaluates engagement interventions in terms of business impact.

Main Findings: The following themes will be discussed based upon the findings of the case study:1. Leadership maturity as a critical success factor in enabling an engaging environment2. The importance of transparency during the engagement process3. Engagement as a diagnostic measurement4. Demonstrating the impact of engagement interventions through a pre-and post-measurement approach5. Connecting the dots between engagement, performance and customer satisfaction6. Demonstrating the value and impact of engagement as a measure of people effectiveness7. Moving the needle to predictive metrics: How engagement can be used to plan for the future

Practical / Managerial Implications: The case study will be reported from the perspective of two Organisational Psychologists responsible for (1) the definition and development of the measurement landscape and (2) driving an integrated engagement strategy to demonstrate impact. The study provides guidelines for the practical application of an engagement programme in a complex environment and suggests a method for using employee engagement as a metric to demonstrate value to the bottom-line.

Contribution / Value-Add: The case study contributes to the current knowledge on employee engagement, demonstrating the impact of organisational effectiveness and influencing business decisions through a robust engagement strategy.

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65. Research PaperA new look at the structural validity of the Five Factor Model of the 15FQ+ using Exploratory Structural Equation Modelling (ESEM)Prof. Pieter Schaap (UP), Mrs Elne Van Heerden (UP)

Context / Orientation: ESEM appears to be the more suitable approach to confirm the Five Factor Model (FFM) in standard personality measures compared to CFA.

Research Purpose: The aim of the research was to test for the FFM of the 15FQ+ using a technique that is based on more realistic assumptions of the measurement properties of variables that represent complex personality traits.

Motivation for the Study: The lack of structural model fit obtained through CFA procedures has lead practitioners to make erroneous conclusions about the validity of FFM measures. Many of these findings can be ascribed to methodological problems and incorrect assumptions of the nature of the construct being tested.

Research, Design and Methodology: A non-experimental and cross-sectional quantitative research design was followed. A CFA and ESEM analyse was performed on the 15FQ+ subscale scores of a convenience sample of 627 respondents to test for the five factor model (global factors) presented in the 15FQ+ manual.

Main Findings: The model tested was: Extraversion (+Empathic, +Enthusiastic, +Socially Bold, +Self-sufficient); Agreeableness (Intellectance (-), Accommodating, Trusting, Conventional); Conscientiousness (Conscientious, Restrained, Self-disciplined); Neuroticism (Emotionally Stability, Suspicious, Apprehensive, Tense-driven) Open to experience (Empathic, Tender-minded, Abstract, Radical). (The 15FQ+ subscales (in brackets) were included in the analysis for each latent variable) Very weak model fit (χ2 /(df) = 13.65; p < 0.01; RMSEA = 0.14; CFI = 0.52; TLI = 0.36; SRMR = 0.11) was obtained using CFA analyses that would normally lead to a rejection of the proposed FFM for the specific sample group.

The ESEM results indicated an excellent model fit, (χ2/df = 2.68; P< 0.01 RMSEA = 0.05, CFI = 0.96; TLI = 0.92, SRMR = 0.02) using the targeted rotation method provided in the Mplus 7.3 statistical software package (Muthén & Muthén, 2015). However, a few factor loading deviations and cross-loadings for the proposed model was evident. As the FFM is not a perfect simple structure, there is no theoretical reason why traits should not index more than one factor (McCrae et al., 1996). The only factor that did not replicate well was Agreeableness on the 15FQ+ model. Although Intellectance (-) and Accommodating loaded significantly on Agreeableness, Trusting and Conventional did not load significantly.

Low correlations between all five factors were obtained which emphasise the distinctness of the FFM personality traits.

Practical / Managerial Implications: The question of why it has been so difficult to determine the meanings of the FFM of personality traits was raised almost two decades ago (Rust & Golombok, 1999). At that stage, the argument was that the statistical procedure, namely factor analysis, used to establish the five-factor model, as well as labelling of factors which might have been influenced by researchers’ individual interpretations of the psychological meanings of the factors, are both pertaining towards this problem. Today, only limited studies provide evidence of sample groups where the FFM have emerged or partially emerged with CFA. The empirical evidence found in this study reflected reasonably good structural validity of the FFM as measured by the 15FQ+ for a South African sample group.

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The ascertaining of the structural validity of a measure can be considered an important prerequisite for determining construct validity and criterion related validity. Both types of validity are important concerns for assessment practitioners in the workplace. It is of immense importance to ensure that the conclusions drawn from personality assessment results are valid and can empirically be confirmed in the context in which the measure is used.

Contribution / Value-Add: This study illustrated an encompassing approach to the evaluation of the FFM personality structure based on novel ESEM methods. The study demonstrated how alternative statistical techniques can be used to overcome the overly strict assumptions that CFA imposes when testing the structural validity of the FFM. We demonstrate that ESEM, an integration of CFA and exploratory factor analysis (EFA), can mostly overcome these problems (Marsh et al. 2010).

66. Research PaperLeading our Transformation: A working conference in the Tavistock tradition: A critical reflectionDr Jean Cooper (TILT)

Context / Orientation: In December 2016 44 people from 12 countries joined a residential Tavistock conference in Johannesburg. What can we learn from this?

Research Purpose: To critically reflect on the conference’s fulfilment of its primary task “to provide opportunities to learn, from personal experience, about what it means to take up authority and lead the transformation of the roles we take in the here-and-now life of the conference as a temporary institution

Motivation for the Study: The Tavistock group relations method provides opportunities for experiential learning around authority, role, leadership and transformation. South Africa needs transformative learning, but if we are to present Tavistock conferences, we must take a critical reflective stance towards our practice.

Research, Design and Methodology: The research is designed as a critical reflection from a social constructionist perspective. Themes that emerged from the conference, as well as post-conference reflections by conference members and staff are synthesized and critiqued in terms of the conference’s formally stated primary task.

Main Findings: Some of the themes that emerged during the conference are:• Idealization of and disillusionment with the ‘Rainbow Nation’; • Colonization, access and revolution; • Lack of trust in leadership; • Finding our voice as a nation and as citizens; • Intimacy and freedom; • Black and white roles;• Being at the edge of the unknown.

When reflecting on these themes and the content from which they emerged, it is clear that the conference provided a good enough space for participants to learn about their relatedness to authority, their valences for certain projections and roles in institutional systems and how these are systemically related to the dynamics we experience on a larger national and global scale. When we take a critical perspective of the power relations within the conference as a microcosm of society we become aware of various management decisions in designing and presenting the conference that contributed in a greater or lesser degree to the conference’s ability to work towards its primary task. When planning future conferences these will be taken into account. The fact that the conference director was a white Afrikaans male and that this was his first experience directing a conference in the Tavistock tradition had various implications in terms of the types of themes and dynamics that emerged during the conference.

Practical / Managerial Implications: • A direct result from this reflection is the choice of a title for the next conference: “Transformation 2.0 – Leading at the edge of the unknown”, which emphasizes the constant vulnerable and uncertain position of leaders in ever- changing environments;• The next conference will consist of two sub-conferences: one for participants who are entering a conference for the first time, and one for participants who have had previous conference experiences;• The Social Dreaming Matrix worked well as a way to allow unconscious themes and metaphors to enter the consciousvocabulary of the conference.• The Small Study Groups ended up having 11 members per group due to the late withdrawal of one staff member. Still, 8 or 9 members per SSG could provide a greater sense of containment;

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• The director did not form part of the Large Study Group team, which inhibited his ability to get a sense of the conference-as-a-whole and which created a sense of distance between the director and the members;• More time will be spent with staff in the pre-conference staff work to make sure everyone understands their role in the Institutional Systems Event; • Staff reported that their schedule felt rushed without enough space for staff to report on their respective events, and without enough space for staff to process their own internal dynamics. Perhaps there will never be ‘enough’ time, but this need from staff will be seriously considered.

Contribution / Value-Add: The research contributes to the body of literature on the Tavistock group relations method and its underlying systems psychodynamic theory, especially as a critical reflection on the application and improvement of the approach within a specific context;• The research can assist future directors of group relations conferences as they reflect on the way in which they want to design the conference and take up their role as director;• The research alerts us to the ethical imperative to critically reflect on the practice of directing group relations conferences.

67. Research PaperMeasurement invariance of the South African Psychological Ownership Questionnaire: A generational studyProf. Chantal Olckers (UP), Ms Corné Booysen (TTS)

Context / Orientation: Psychological ownership is experienced when employees develop possessive feelings for an object, which might present differently across generations.

Research Purpose: To confirm the factor structure of the South African Psychological Ownership Questionnaire (SAPOS) and to examine the measurement invariance of the SAPOS across the three generational cohorts (baby boomers, generation X and generation Y).

Motivation for the Study: To enable managers to use the SAPOS for improvement of work-related outcomes such as commitment, job satisfaction and turnover intent. Thus it is important for the SAPOS to measure the same traits across the generational cohorts.

Research, Design and Methodology: A quantitative cross-sectional research design was followed. A non-probability sample comprising of 945 was collected from various organisations in South Africa. Measurement invariance was tested to determine if the generational cohorts perceive psychological ownership in the same way.

Main Findings: Configural invariance was found across the three generational groups, suggesting that the items of the SAPOS measure the same factors across these groups. However, when reviewing the metric invariance results it indicated that the generational cohorts responded differently to some of the items. The study contributed to the theoretical aspects of psychological ownership and generational studies. Problematic items within the SAPOS were identified in order to help future studies to refine the SAPOS by means of item analysis and item bias to establish measurement equivalence.

Practical / Managerial Implications: The SAPOS cannot be used to determine how the different generational cohorts perceive psychological ownership. However, the study supports the notion that numerous differences exist among the generational cohorts.

Nonetheless, implications of this evidence are significant in that organisations will have to make changes to accommodate all the generations and all the aspects linked to their individual preferences (i.e. values, preferences, psychological contracts and psychological ownership). In addition, the implications for researchers are rather daunting, as the need is indicated to determine item bias and to possibly develop generational specific constructs measuring psychological ownership.

Contribution / Value-Add: Age diversity in the workforce is becoming a global managerial issue (Murphy, 2011). Significant differences in job values exist across the generational cohorts (Twenge, Campbell & Hoffman, 2010) and factors such as psychological ownership are not excluded. The study contributed to the theoretical aspects of psychological ownership and generational studies. The study also provided evidence aligned with current generational studies which indicate that generational cohorts differ sharply from one another and that managing them is a daunting task.

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68. Research PaperThe effect of integrity and moral intelligence on authentic leadership and organisational citizenship behaviourMs Refeloe Matsimbe (SANDF), Prof. Amos Engelbrecht (Stellenbosch University)

Context / Orientation: What factors influence the development of OCB, and how does authentic leadership, integrity and moral intelligence influence the emergence of OCB?

Research Purpose: The aim was to use sound theoretical research and logical reasoning to analyse the effect of integrity and moral intelligence on authentic leadership and employee OCB. Furthermore, the purpose was to develop and validate a theoretical model depicting the relationships among these latent variables.

Motivation for the Study: The enhancement of OCB contributes to positive attitudes among employees, as well as effective organisational functioning. No study could be found that has investigated the role of integrity, moral intelligence and authentic leadership on OCB in SA organisations, particularly the SANDF.

Research, Design and Methodology: A sample of 287 employees from the SANDF was used. The conceptual model and hypotheses were tested using various statistical methods. The methods included item analysis, confirmatory factor analysis (CFA) and Structural Equation Modelling (SEM) using LISREL.

Main Findings: The reliability of all the scales (EIT, MCI, ALI and OCBS) utilised in this study yielded good results, with alpha values ranging from .816 to .990. The CFA revealed that an acceptable fit was achieved for the measurement models of the various scales used (RMSEA ranged from .0345 to .0594). The overall measurement model revealing a reasonable model fit (RMSEA = .0680). The results of the SEM demonstrated a reasonably acceptable model fit for the structural model, with a RMSEA value of .0679. Furthermore, the results revealed that leader integrity had a positive effect on moral intelligence, which had a positive effect on authentic leadership. Additionally, authentic leadership had a positive effect on employee OCB. However, this study did not find any direct effects between leader integrity and OCB as well as between leader integrity and authentic leadership. In addition, modification indices suggested no additional paths between the latent variables that would significantly improve the fit of the structural model.

Practical / Managerial Implications: The growing number of morally disappointing leaders negatively affects employee behaviour and impedes performance. This has a negative bearing on organisational effectiveness. Thus, it is important for organisations to be knowledgeable of interventions directed at this concern. Authentic leadership is characterised by morals, integrity and positive psychological-capacity. Such leaders have a positive effect on employee behaviour. Therefore, it is vital for organisations to invest in leadership training that addresses authentic leadership. This is based on the likelihood of such leaders favouring a harmonious and helpful workforce. Investing in authentic leadership training could yield positive results for the organisation by fostering the development of OCB and other positive behaviours amongst employees. This is mainly accounted to employee willingness to strive for positive outcomes, thus creating a healthy and productive work climate.

Contribution / Value-Add: This study offered insight regarding interventions that may promote the development of OCB. It also proved valuable in that a new integrity measure (EIT) was tested and it yielded evidence of validity. Future studies should use a well-represented South African sample (in terms of race, age, gender) and involve various SA organisations. A longitudinal study, which analyses the relationship among latent variables, would be valuable. Furthermore, leaders who can influence the manifestation of moral and helpful behaviours among employees are required for effective organisational functioning.

69. Launch of Interest Group for Transformation 69

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70. Master TutorialCrowdsourcing the future of Industrial and Organisational PsychologyMr Brandon Pleaner (CEB Global)

Context/Orientation: Crowdsourcing theory and practice is used to give voice to the profession as a collective in answering the question on how to grow the impact of IOP.

Aims, Objectives, Purpose: This workshop, through the practical application of the theory being shared, aims to achieve two objectives. First, provide a theoretical overview of crowdsourcing and its current, as well as potential, application to the field of industrial and organisational psychology. Second, through implementing some of the practices of crowdsourcing, provide delegates the dual opportunity to see research in practice while addressing the SIOPSA conference theme of growing IOP by returning the voice of IOP to the crowd.

Areas of Focus and Learning Outcomes: A review of the theory and, through exercises and activities, the practical application of crowdsourcing within the field of industrial and organisational psychology. While a key question that the workshop will aim to answer is how the future of industrial does and organisational psychology look, it will equally review whether there is a place in psychology for crowdsourcing theory and practice. As such, there are three key focus areas. First, theory and practice of crowdsourcing. Second, application of crowdsourcing to defining IOP, Finally, broader application of crowdsourcing in IOP practice and application.

Theoretical Paradigms/Approaches: The session will be grounded in emerging research on crowdsourcing, as well as in social psychology (especially individual and group identity). Additionally, research on big data, analytics (such as the work being done by Sunstone Analytics on textuality - drawing on the work of Paul Ricour - and the application of machine learning and algorithms in making sense of written and spoken text).

Workplace Application and Future Focus: Delegates will be able to make use of crowdsourcing within their own organisation in order to elicit information, both from within and outside, for application in the design, delivery, review, and analysis of psychological practices within the human capital space.

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Index AAshton, L

BBagraim, J Bischof, D Blignaut, C Botes, S Booysen, C Buisson-Narsai, I Bredell, C Breger, S

CCilliers, F Coetzee, M Cooper, J Crane-Silber, L

DDe Coning, J De Jager, J De Klerk, J De Klerk, M De Klerk,P De Kok, C De Witte, H De Wet, F Dowdeswell, K Distiller, K Du Plessis, M Du Toit, J Du Toit, M

EEbrahim, A Engelbrecht, A Erasmus, A

GGeldenhuys, D Gericke, H Goodman, S Govender, L Grobler, S Guest, F Geldenhuys, D Gericke, H Goodman, S

Govender, L Grobler, S Guest, F

HHarwood, C

JJaga, A Johnson, A

KKote, M Kriek, H

LLanik, M Laher, S Lemmer, D Le Roux, A Lichtenstein, F

MMahembe, B Naidoo, J Manas, L Manolas, M Maree, D Matsimbe, R Mduli, L Meiring, D Meyer, I Molefi, N Mthembu, O Mnguni, P

NNieuwoudt, S Norden, B

OOdendaal, A Olckers, C O’Neil, S Oosthuizen, D

PPaver, P Pires-Putter, J Pleaner, B

Price, B

QRamasodi, S Ratala, M Renecle, S Rothmann, S

SSchaap, P Schreuder, D Schlebusch, S Semenya, L Stander, M Stander, E Steyn, L

TTerblanche, L Thatcher, A

VVan den Broek, A Van Tonder, W Van der Vaart, L Van Der Walt, E Van Der Westhuizen, S Van Heerden, E Van Niekerk, A Van Niekerk, R Van Niekerk, W Van Schouwenburg, M Van Vuuren, L Venter, J Venter, N Vermaak, C Veldsman, D Veldsman, T Viljoen, K Viljoen, R Vorster, P

WWinkler-Titus, N Wrogemann, A Wrogemann, I

ZZhou,T

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Presenter Contact Details

AAshton,L [email protected]

BBagraim, JBischof, D [email protected], C [email protected], S [email protected], C [email protected], I [email protected], C [email protected], S [email protected]

CCilliers, F [email protected], M [email protected], J [email protected], L [email protected]

DDe Coning, J [email protected] Jager, J [email protected] Klerk, J [email protected] Klerk, M [email protected] Klerk, P [email protected] Kok, C [email protected] Wet, F [email protected]

Dowdeswell, K [email protected], [email protected] Plessis, M [email protected] Toit, J [email protected] Toit, M [email protected]

EEbrahim, A [email protected], A [email protected], A [email protected]

GGeldenhuys, D [email protected], H [email protected], S [email protected], L [email protected], S [email protected] Guest, F [email protected]

HHarwood, C [email protected]

JJaga, A [email protected], A

KKote, M Kriek, H [email protected]

LLanik, M [email protected], S [email protected], D [email protected] Roux, A [email protected], F [email protected]

MMahembe, B [email protected], J [email protected], L Manolas, M [email protected], D [email protected], R [email protected], L Meiring, D [email protected], I [email protected], N Mthembu, [email protected], P [email protected]

NNieuwoudt, S [email protected], B

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Presenter Contact Details OOdendaal, A [email protected], C [email protected]’Neil, S [email protected], D [email protected]

PPaver, P [email protected], J [email protected], B [email protected]

QRamasodi, S [email protected], M [email protected] Renecle, S [email protected]

RRetief, A Rothmann, S [email protected]

SSchaap, P [email protected], D [email protected], S [email protected], L [email protected], M [email protected], E [email protected], L [email protected]

TTerblanche, L [email protected], A [email protected]

VVan Tonder, W [email protected] der Vaart, L [email protected] Der Walt, E [email protected] Der Westhuizen, [email protected] Heerden, E [email protected] Niekerk, A [email protected] Niekerk, R [email protected] Niekerk, W [email protected] Schouwenburg, [email protected] Vuuren, [email protected], J [email protected], N [email protected], C [email protected], D [email protected], T [email protected], C [email protected], R Vorster, P [email protected]

WWinkler-Titus, [email protected], [email protected]

ZZhou,T

Documents

SIOPSA - Neuro Capital 19th Annual SIOPSA Conference CSIR International Convention Centre, Pretoria 25 – 27 July 2017 Society for Industrial and Organisational Psychology of South