Impact of Organisational Factors on Career Success of Black Employees in South Africa
This exploratory study investigates the influence of organisational and individual factors on the subjective career success of black employees in the South African work environment. The research employs a mixed-methods design with three phases - qualitative, pilot quantitative, and main quantitative studies - to develop and evaluate a theoretical model. Measuring instruments include assessments of transformational leadership, job resources, supportive organisational climate, psychological empowerment, psychological capital, and objective career success measures.
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The impact positive organisational factors on the career success of black employees in the South African work environment: An exploratory study Malan, DJ & Roux, S Empowering Development Conference, 17 July 2015 STIAS, Wallenberg Centre, Stellenbosch
Research Initiating Question? Which organisational and individual factors influence the experience of career success amongst black employees in the South African work environment? Aim of the current study Develop and evaluate an exploratory theoretical model containing the most salient variables that impact on the subjective career success of black employees in the South African work environment
Research Design Mixed-Methods Exploratory Sequential Design Variant (Creswell et al., 2011) Three Phases: Phase 1: Qualitative Study (N=30) Semi-structured interview (Thematic analysis) Phase 2: Quantitative Strand: Pilot Study (N=220) Composite questionnaire (Reliability, EFA, CFA) Phase 3: Quantitative Strand: Main Study (N= 418 Composite questionnaire (Reliability, CFA, MRO & SEM (Smart PLS plus LISREL)
Measuring Instruments Transformational Leadership (Idealised Influence, Intellectual Stimulation, Inspirational Motivation, Individualised Consideration): Adapted version of the Multifactor Leadership Questionnaire (MLQ) (Bass & Avolio, 1994) Past Leadership: Self-Developed Scale Job Resources (Growth Opportunities, Social Support, Organisational Support, Advancement): Adapted version of the Job Demands-Resources Scale (JDRS) (Jackson & Rothmann, 2005) Past Job Resources: Self-Developed Scale Supportive Organisational Climate (Managerial Competence, Employee Commitment, Cooperation/Coordination, Cultural Sensitivity): Adapted version of the Supportive Organisational Climate Questionnaire (Rogg et al., 2001) Psychological Empowerment (Competence, Meaning, Self-Determination, Impact) : Psychological Empowerment Scale (Spreitzer, 1995) Psychological Capital: Self-rater version of the Psychological Capital Questionnaire - 24 (PCQ-24) (Luthans et al., 2007) (Luthans et al., 2007)
Measuring Instruments Psychological Capital (Hope, Efficacy, Resilience, Optimism) Psychological Capital Questionnaire 24 (Luthans et al., 2007) Objective Career Success (Current): Self-Developed Scale Objective Career Success (Past): Self-Developed Scale Subjective Career Success: Perceived Career Success (Career Satisfaction): Perceived Career Success Scale (Greenhaus et al., 1990) Perceived Internal Marketability: Perceived Internal Marketability Scale (Johnson, 2001) Perceived External Marketability: Perceived External Marketability Scale (Johnson, 2001)
Results Main Study (n= 418) Correlation Analysis Subjective career success significantly correlated (p<.05) with all variables except objective career success (past) Stepwise Multiple Regression Empowering Job resources: 27% Psychological Capital: further 6% Supportive Organisational Climate: further 2% Total variance in Career Satisfaction explained = 35% Model 6 (Structural Model): Final Composite Reliability: TL ( = .97); JR ( = .86); SOC ( = .91); PE ( = .88); PSYCAP ( = .86); SCS ( = .87) R2 in Career Success explained (SmartPLS) = 42% Goodness-of-fit: RMSEA= .07 (.07; .08);NFI= .94;CFI=.96; SRMR= .70
Managerial Implications Considerations Changing nature of employment relationship Retention vs employability Is there an ethical responsibility? Consequences of organisational support of career development Internal and external marketing Exchange implications of Psychological Contract Increased engagement/commitment Positive job attitudes
Managerial Implications (Continued) Leadership development Transformational leadership training (Personal growth, conceptual understanding of impact on career development, feedback, skill building) Develop feedback learning-oriented culture Organisational efforts to improve quality of feedback Develop policies supportive of this orientation Align supportive interventions with policy Adhere to principle of employee being self-developer Aim to establish organisational climate marked by being supportive, co-operative and direction-giving
Managerial Implications (Continued) Career supporting strategies Promote career identity by clarifying requirements for vertical progression - develop career plans Career advancement through feedback, mentoring, training and development Facilitate self-assessment understand own values, goals and motivation Collaboratively identify areas for improvement Reinforce excellent performance and adopt remedial strategy towards failure experiences Coaching interventions Boost self-knowledge and shift behaviour in desired direction
Managerial Implications (Continued) Psychological Capital Interventions Hope facilitate career goals, establish more than one pathway to overcome blockages Self-efficacy actively promote identifying of mentors, mentors provide modeling & positive feedback Optimism adopt leniency for past ; appreciate the present, and seek opportunities for future Identify resources under control of employee and utilise to solve current problems Resilience Assets resources used to deal with setbacks Risk factors reduce resiliency Influence processes interpretation of setbacks (asset- focussed, risk-focussed, and process-focussed) Latter means continuously identifying resources
