Empowering Development Conference, 17 July 2015 2014/08/20 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 Study conceptualised: Current responsibilities include Talent & Transformation Agenda Practical interventions on how to improve chances of career development and career success of black designated group

Aim of the current study 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: 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 Objective Career Success (Current): Self-Developed Scale Objective Career Success (Past): 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)

Theoretical Model

Model 6 (Final Results)

Results Main Study (n= 418) Model 6 (Structural Model): Final 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 (α= .97); JR (α= .86); SOC (α= .91); PE (α= .88); PSYCAP (α= .86); SCS (α= .87) R2 in Career Success explained (SmartPLS) = 42% Goodness-of-fit: RMSEA= .07 (.07; .08); NFI= .94; CFI= .96; SRMR= .70

Managerial Implications Considerations Notion of Protean Career – 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

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