Department of Industrial Psychology

Permanent URI for this community

https://scholar.sun.ac.za/handle/10019.1/69

Browse

Browsing Department of Industrial Psychology by browse.metadata.advisor "Adams, Samantha P."

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    The exploration of job performance and the dark triad : practical implications for industrial psychologists
    (Stellenbosch : Stellenbosch University, 2020-03) Smit, Yvonne-Louise; Malan D. J.; Adams, Samantha P.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    ENGLISH SUMMARY : The field of Industrial Psychology has pursued the understanding of various variables that impact job performance. Most research efforts thus far have focused on the individual level. These findings suggest that personality and cognitive abilities are the main antecedents of job performance. Within the realm of personality, much of the focus has remained on positive personality frameworks, such as the Big Five taxonomy and the HEXACO model. The relationship between maladaptive personality and job performance has been investigated to a lesser degree. Nevertheless, research that has been conducted suggests that there is a relationship between maladaptive personality and job performance. The Dark Triad, a narrow framework of maladaptive personality has recently received much attention in the field of Industrial Psychology. The research interest in the Dark Triad varies. Some researchers argue that the three variables in the Dark Triad (i.e. Psychoticism, Machiavellianism, and Narcissism) are too similar, while others have provided support for an overlap between the three variables. Moreover, there is evidence that there is enough difference between the three variables to be considered three distinct concepts. Recently, Industrial Psychologists have been urged to start taking the research on maladaptive personality more seriously by investigating the role that it has in the workplace. The Dark Triad has been found to be present in multiple working environments. Moreover, given the proposed relationship between the Dark Triad and job performance it is in the interest of the field to gather a more in-depth understanding of how to effectively intervene and manage workplace environments where individuals may display traits associated with the Dark Triad. This research study aimed to provide Industrial Psychologists with a practical guide within the scope of Industrial Psychology on the management of the Dark Triad in the workplace with the aim of improving job performance. The practical guide was developed using an interpretive research methodology and a two-phase data gathering process. Firstly, semi-structured interviews were conducted with experts in the field. Secondly, a focus group with Industrial Psychologists was undertaken to establish whether the five themes identified in the first phase are practical and within the scope of practice of Industrial Psychologists. The data gathered was analysed using a thematic analysis. The thematic analysis delivered five themes identifying keys areas in which guidance on how to manage people who display traits of the Dark Triad could be focused. The themes include organisational culture, organisational policies and processes, performance management, training, and coaching. The merits of each theme were evaluated against existing literature to develop relevant guidelines. Each of the themes and associated codes was adapted to reflect practical actions (i.e. guidelines) for the management of the Dark Triad in an organisational context. The study thus culminated in a proposed set of guidelines that can be used by Industrial Psychologists to manage people who display traits of the Dark Triad. The guidelines adhere to the scope of practice of Industrial Psychologists but can also be used by other Human Resource practitioners. To conclude, the limitations of the study are acknowledged, and suggestions for future research are proposed.
  • Thumbnail Image
    Item
    Exploring the role of employee entitlement in counterproductive work behaviour
    (Stellenbosch : Stellenbosch University, 2019-04) Witten, Roslynne; Adams, Samantha P.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    ENGLISH SUMMARY : The prevalence and considerable financial costs associated with counterproductive work behaviours warrants a deeper understanding of these behaviours. Counterproductive work behaviours are employee behaviours that deliberately undermine the interests and goals of the organisation. These behaviours manifest in many forms with examples including bullying, sexual harassment, cyberloafing, tardiness, fraud, absenteeism, and substance abuse. These days, human resources practitioners and business leaders often report high levels of entitlement attitudes among employees, which may influence employees’ decision to engage in counterproductive behaviours. Employee entitlement is a relatively new construct in academic literature and therefore lacking consistent conceptualisation and measurement. In this study, employee entitlement is defined as excessive self-regard connected to a belief in the automatic right to privileged or preferential treatment at work regardless of performance. Due to the reported negative consequences of employee entitlement and the lack of empirical work on this topic, an exploration of the construct and its impact on the psychological contract was warranted in the South African context. Therefore, the purpose of this study was to explore the role of employee entitlement in counterproductive work behaviours and its implication on the psychological contract. More specifically, this study explored the inclusion of the employee entitlement construct in the Bordia, Restubog and Tang’s (2008) psychological contract breach, revenge and counterproductive work behaviours model. This study employed an ex-post facto correlation design, and data were collected from the employees of a higher education institution in South Africa. Respondents were invited to complete an online questionnaire. The final sample consisted of 308 employees. Partial least squares structural modelling (PLS) was used as the primary statistical analysis technique to evaluate the relationships between the latent constructs. The findings of this study show that there is a positive and significant relationship between psychological contract breach, revenge and counterproductive work behaviours. In addition, revenge was found to mediate the relationship between employee entitlement and counterproductive work behaviours. However, the validation of the employee entitlement measurement model did return less than acceptable model fit, suggesting the need for further validation of the measure. Moreover, insights are provided on how managers and practitioners can more effectively manage workplace situations which foster perceptions of employee entitlement, the management of the psychological contract and as a result reduce employees’ engagement in counterproductive work behaviours.