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At the edge of the Fourth Industrial Revolution: Employees’ perceptions of employment equity from a CIBART perspective

Subjective experiences of employment equity in South African organisations

Concepts of creative leadership of women leaders in 21st century

  • Authors: Mayer, Claude-Helene , Oosthuizen, Rudolf M.
  • Date: 2020
  • Subjects: 21st century workplace , Creative strategies , Creativity
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/436793 , uj:37904 , Citation: Mayer, C.H. & Oosthuizen, R.M. 2020. Concepts of creative leadership of women leaders in 21st century. , DOI: https://doi.org/10.3846/cs.2020.10267 , ISSN: 2345-0479
  • Description: Abstract: This article presents the subjective perspectives of women leaders working in higher education institutions in the 21st century in South Africa. It focuses in particular on creativity as demonstrated by women leaders working in culturally and gender diverse post-apartheid settings. The aim is to contribute to the discourse on the creativity of women leaders from diverse cultural backgrounds within South Africa higher education institutions by examining how women leaders experience creativity and what creativity means to them from a qualitative perspective. The study reported on assessed the experiences of creativity of 23 women leaders and their views on creativity and creative leadership by means of a research paradigm based on Wilhelm Dilthey’s modern hermeneutics. It used qualitative research methods, such as semi-structured interviews, as well as observations within one selected higher education institution. Data was analysed by means of content analysis. Quality research criteria and ethical considerations were upheld. The findings highlight the creative skills and attitudes of women leaders underlying successful leadership and the types of creative leadership applied. They suggest that women leaders’ creativity manifests in facilitating creativity in higher education institutions by fostering the creativity of others rather than directing their own creative vision through or integrating it in the work of employees.
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How to transform positively and constructively towards the Fourth Industrial Revolution : empirical evidence from a German technology organisation operating in South Africa

  • Authors: Mayer, C.H. , Oosthuizen, Rudolf M.
  • Date: 2020
  • Subjects: Positive psychology (PP1.0; PP2.0) , Fourth Industrial Revolution (4IR), , Human communication
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/460814 , uj:41020 , Citation: Mayer, C.H. & Oosthuizen, Rudolf M. 2020. How to transform positively and constructively towards the Fourth Industrial Revolution : empirical evidence from a German technology organisation operating in South Africa.
  • Description: Abstract: This article explores the question of how organisations can transform constructively and positively towards the Fourth Industrial Revolution (4IR). It presents insights into the state of the art on 4IR, positive psychology movements PP1.0 and PP2.0 and particularly on German organisations in the 4IR within the South African context. The study uses a qualitative research approach and presents findings from a study conducted with 16 managers across top, middle and lower management levels in a German engineering organisation, based in South Africa, operating in Southern Africa. Findings, discussion, conclusions and recommendations provide insights into emerging themes on the 4IR from perspectives that take the context of discourses on the 4IR in developed and developing countries into account. Findings show the importance of five main themes when transforming into the 4IR: 1. Employee management; 2. Innovative technological and systemic change; 3. Work organisation; 4. Environment; and 5. Network and cooperation. Human communication and connectivity and a balanced human-machine interaction seem to build the core framework for constructive socio-technological change and a meaningful work environment. Thereby, a focus on the positive transformation requires working through the challenges and dark sides of the 4IR as well as a contextual and culture-specific approach to finally create a meaningful, healthy and optimal functioning work environment for the employees.
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Burnout, employee engagement and self-perceived employability in the South African public sector

  • Authors: Oosthuizen, Rudolf M. , Mayer, Claude-Hélène , Zwane, Ntombifuthi J.
  • Date: 2021
  • Subjects: Burnout , Employee engagement , Self-perceived employability
  • Language: English
  • Type: Journal article
  • Identifier: http://hdl.handle.net/10210/493833 , uj:44784 , Citation: Oosthuizen, R.M., Mayer, C-H., & Zwane, N.J. (2021). Burnout, employee engagement and self-perceived employability in the South African public sector. SA Journal of Human Resource Management/ SA Tydskrif vir Menslikehulpbronbestuur, 19(0), a1340. https://doi. org/10.4102/sajhrm. v19i0.1340
  • Description: Abstract: Orientation: The employee engagement (EE) approach has been utilised to combat burnout (BO) in both private and public sector institutions. With increasing research, self-perceived employability (SPE) is gaining popularity as an effective tool for reducing BO. Knowledge of the relationship between these three constructs is therefore important for public sector institutions and researchers in Industrial and Organisational (I/O) Psychology and human resource management (HRM) in South Africa. Research purpose: The purpose of this study was to determine the relationship between BO, EE and SPE amongst employees in South Africa’s public sector. Motivation for the study: Numerous studies have highlighted the prevalence of poor service delivery in public sector institutions in connection with BO and highlighted a decrease in BO through EE and SPE. However, the relationship between these three constructs is still quite unknown. The study’s results will fill the void of research in this area and can be applied in I/O Psychology and HR practices. Research design, approach and method: This quantitative study involved a non-probability sample of 158 South African public sector employees. Correlational and descriptive statistical analyses were used to analyse the data. Main results: Burnout has a significant negative relationship with EE; however, BO does not significantly correlate with SPE. There are significant differences between the various biographical groups and BO, EE and SPE. Practical/managerial implications: Approaches to reducing BO amongst employees should consider EE and SPE as effective tools to enhance employees’ wellness, morale and improved service delivery. Contribution/value-add: Improving the EE levels and enhancing SPE will improve the well-being of employees in public sector institutions and help alleviate employee BO.
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Sense of Coherence in Managers during COVID-19 and the New World ofWork: A Mixed-Method Study

  • Authors: Mayer, Claude-Hélène , Wegerle, Cemonn , Oosthuizen, Rudolf M.
  • Date: 2021
  • Subjects: Mixed-method study , Salutogenesis , Sense of coherence
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/489611 , uj:44648 , Citation: Mayer, C.-H.;Wegerle, C.; Oosthuizen, R.M. Sense of Coherence in Managers during COVID-19 and the New World ofWork: A Mixed-Method Study. Int. J. Environ. Res. Public Health 2021, 18, 11492. https://doi.org/10.3390/ ijerph182111492 , DOI: https://doi.org/10.3390/ ijerph182111492
  • Description: Abstract: During COVID-19, the working world has changed inevitably, and many managers experience extreme strain and stress. This study determines how managers cope with the changes during COVID-19 from a positive psychology and salutogenic perspective. It employs a hermeneutical research design and an interpretivist paradigm by using a mixed-method research approach in which managers’ sense of coherence (SOC) is investigated quantitatively through the 29-item Life- Orientation scale and qualitatively through semi-structured interviews. Purposeful and snowball sampling techniques are used. The sample consists of 17 managers. Data were collected in different organizations within South Africa and analysed through content analysis, linking quantitative and qualitative data in a holistic, integrated and complex way. In terms of the quantitative findings, the managers scored at the medium and higher end of the SOC-scale in comprehensibility, followed by manageability and finally meaningfulness. Male managers in the age group 47–57 scored highest. Female and younger managers scored lower on average. Lowest scores in comprehensibility and manageability were scored by a young female manager, while in meaningfulness the oldest male participant scored lowest. The qualitative findings show that high scoring SOC managers apply complex thoughts to the present and future workplace scenario. Individuals with lower SOC scores do not present as much knowledge, complex thinking and argumentation structures during the interview in comprehensibility scores as high scoring SOC managers, yet still acquire resources to manage the workplace (manageability). High meaningfulness scores are associated with creating meaningful workplace interaction (human–human and machine–human), knowledge distribution through technology, impactfulness, experiencing the job as meaningful, including helping others, and achievements. Managers have a complex view of the world and findings show the complex connections of a high/low SOC scores and the managers’ explorations and systemic understanding regarding their managerial world. Conclusions and recommendations for theory and practice are given.
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