Scielo RSS <![CDATA[SA Journal of Industrial Psychology]]> vol. 45 num. 1 lang. en <![CDATA[SciELO Logo]]> <![CDATA[<b>A critical reflection on the psychology of retention</b>]]> <![CDATA[<b>Co-constructing integrity: A conceptual framework</b>]]> ORIENTATION: The use of an integrity framework can positively influence the impact senior management has on middle management's experience of integrity and subsequently contribute towards creating a positive work environment and establishing healthy relationships between these two groups. RESEARCH PURPOSE: The aim of this research is to obtain insights from psychology practitioners about the potential application of, and the value added by, a particular integrity framework within organisations. MOTIVATION FOR THE STUDY: Establishing a positive work environment and organisational culture that upholds integrity and that is conducive to behaviour marked by integrity, requires investment into the development of leadership integrity. Utilising an integrity framework will enable psychology practitioners and organisational leadership to create an environment in which healthy relationships can be established between all stakeholders, in particular, between senior and middle managers, allowing integrity to flourish. RESEARCH APPROACH/DESIGN AND METHOD: A hermeneutic, qualitative study was undertaken and convenient sampling was used. Participants included industrial and counselling psychologists. A listening post was convened and the data obtained were analysed using thematic analysis. MAIN FINDINGS: The findings indicate organisations can use the framework effectively by customising it according to their specific needs, organisational strategy, vision and mission PRACTICAL/MANAGERIAL IMPLICATION: The framework will enable senior management to influence follower behaviour positively regarding their integrity within the organisation. The framework will assist middle managers in gaining a better understanding of the impact senior management has on their experience of integrity. CONTRIBUTION/VALUE-ADD: The study also highlights the important role organisations play in creating and establishing an ethical work climate that will ensure corporate integrity. This will enable organisations to provide value to their corporate stakeholders and to society at large. <![CDATA[<b>Do wage and wage satisfaction compensate for the effects of a dissatisfying job on life satisfaction?</b>]]> ORIENTATION: Research regarding subjective well-being (including life satisfaction and domain-specific satisfaction) is necessary, given the effects thereof on health, work performance, social relationships and ethical behaviour of employees RESEARCH PURPOSE: This study aimed to investigate the relationships among life satisfaction, job satisfaction and wage satisfaction, as well as how these relationships related to gross wage category in a South African sample. MOTIVATION FOR THE STUDY: While research has shown that wage level and wage satisfaction are positively associated with both job and life satisfaction, the question arises whether wage level and satisfaction would compensate for the negative effect of a dissatisfying job on life satisfaction. RESEARCH APPROACH/DESIGN AND METHOD: A cross-sectional design was used. A non-probability convenience sample (N = 763) in the form of the WageIndicator data set was obtained. Hierarchical log-linear analyses and cross-tabulations were carried out to determine the relationships that existed among the constructs. MAIN FINDINGS: Although job satisfaction and wage satisfaction were strongly related at a low level of wage satisfaction, fewer people were satisfied with their jobs at a high level of wage satisfaction level. Moreover, while job and life satisfaction were strongly related at a low level of job satisfaction level, relatively fewer people were satisfied with their lives at a high level of job satisfaction level. Wage dissatisfaction was associated with dissatisfaction with life but was more strongly associated with life satisfaction at a high level of wage satisfaction. Wage category and wage satisfaction did not interact with the job satisfaction level in affecting life satisfaction. PRACTICAL/MANAGERIAL IMPLICATIONS: Managers should attend to the perceptions of wage dissatisfaction at low wage and wage satisfaction levels. Such dissatisfaction may have a negative impact on the job and life satisfaction of employees and result in detrimental effects on employees and organisations. CONTRIBUTION/VALUE-ADD: This study contributes to scientific knowledge regarding the relationships between wage, wage satisfaction, job dissatisfaction and life satisfaction. <![CDATA[<b>Workplace flourishing: Measurement, antecedents and outcomes</b>]]> ORIENTATION: The continuous growth of employee attrition, especially within the highly skilled talent pool, is becoming increasingly problematic. Therefore, one should continually explore the different factors that impact employee retention and performance. This casts the attention to the person-environment fit and workplace flourishing (WF) RESEARCH PURPOSE: This study explored relationships among person-environment fit, WF, intention to leave (ITL), in-role performance and organisational citizenship behaviour MOTIVATION FOR THE STUDY: Disease-driven research heavily outweighs health promotion research. Therefore, more research is needed regarding positive employee behaviours such as strengths, optimal functioning and flourishing. RESEARCH APPROACH/DESIGN AND METHOD: A cross-sectional survey design was used with 258 secondary school teachers from two Gauteng districts. The Perceived Fit, Flourishing-at-Work, Turnover Intention, In-Role Behaviour and Organisational Citizenship Behaviour scales were administered. Structural equation modelling and mediational analyses were performed. MAIN FINDINGS: Results confirmed WF's three-factor structure. Person-environment fit positively associated with WF. Workplace flourishing negatively related to ITL, while positively relating to in-role performance and organisational citizenship behaviour. Person-environment fit indirectly affected in-role performance and organisational citizenship behaviour via WF. PRACTICAL/MANAGERIAL IMPLICATIONS: Organisations should continually modify their strategic frameworks to maintain a healthy balance between individual and environmental characteristics. This will lay the foundation for a favourable work environment. When such an environment is institutionalised, talent retention and performance should follow. CONTRIBUTION/VALUE-ADD: The study results should provide new insight into the relationship between the person-environment fit and WF, as well as the effect it may have on ITL and performance.