Faculty of Management Industrial Psychology and People Management IPPM Newsletter August 2011

8/2/2019 Faculty of Management Industrial Psychology and People Management IPPM Newsletter August 2011

1/18

Page 1

auu 2011

newsletter o the DePartMent o InDUstrIal PsYChologY anD PeoPle ManageMent

As as espoused in preious editions oCognoscenti, our Department has chosendeeloping/emerging countries (DECs)as its strategic niche in going orard,gien the predicted groing dominanceand inuence o DECs in the globalisingorld o the coming years. DECs are thosecountries characterised by undamentaltransition, rapid economic groth, theintegration o their closed economies intothe orld economy and high leels o oreigninestment. The BRICS are the pre-eminentrepresentation o DECs, as the oremost

emerging markets: Brasilia, Russia, India,China and, recently, South Arica (regardedas a proxy or Arica). Increasingly, SouthArica is seen and/or used by multinationalcompanies as the entry point into the resto Arica. Through the teaching, learningand research in our Department, e aspireto gro people proessionals ho ill becapable o enabling their organisationsto be sustainably successul people-ise

ithin the DEC context, since that is here asignifcant portion o the uture actionill be.

Some ital acts, trends and predictionsabout the DECs: For the frst time in history,the economic recoery ater the deeprecession o 2008/2009 as uelled not bythe deeloped countries hich are stillgrappling to recoer but members o theBRICS, ith groth rates o beyond 6%.China and India are groing een aster.The DECs accounted or 37% o the orlds

economic output in 2000, hich rose lastyear to 45% o hich the BRICS shareas 22%. It is predicted that the BRICS illdominate the orld economy rom about2030. China ill be the biggest economy inthe orld at that time though, per capita,not the richest. Emerging markets had 70companies in the Fortune 500 in 2007, hichis an increase rom 20 just a decade ago.The DECs are likely to account or a third o

growIng PeoPleProessIonals It orDeVeloPIng/eMergIngCoUntrIest h. Vdm

A TRIBUTE TO A GIANT IN OURFIELD: JOHANN M. SCHEPERS

NEw ON THE SHELvES FROMOUR ACADEMIC TEAM

EXEMPLARY CONTRIBUTIONBY PROF DEON DE BRUINAND TwO OF OURMASTERS STUDENTS

EXCITING FINDINGS

FROM OUR REwARDSRECOGNITION ANDPERFORMANCEMANAGEMENT RESEARCHPROGRAMME

SYMPOSIUM ON POSITIvESOCIAL SCIENCES

TEAM MEMBERSON THE MOvE!


2/18

Page 2

the entire list ithin 10 years. Accordingto a recent surey, 19 o the top 100brands o the orld are rom BRICS.50% o the orlds current populationlie in the DECs.

what then are the critical eatureso DECs? And as a consequence othese eatures, hat is the profle

o the people proessionals ho illbe able to unction and contributeeectiely rom a people perspectie to the success o their DEC-basedorganisations?

Ciic u Dvpi/emiCui d ecmiFeatue 1: A undamentaltansomation is occuin in DECsat a oundational level o societ(i.e. in the norms, alues, belies andassumptions inorming society), hichis consequently aecting the structuralarrangements (e.g. legislatie orregulatory arrangements) and day-to-day unctioning (e.g. marketcompetition) o societies in thesecountries. Figure 1 illustrates thistransormation.

Dierse, competing ideologicalpositions and camps exist in DECsabout the right oundational layerin ideological terms or the societyconcerned (Layer 1), appropriate to theemerging society coming into existence.very oten, DECs are intensely engagedin and fercely diided by ideologicaland alue debates and struggles,accompanied by unstable poerrelationships, e.g. debates centreon a socialist ersus a capitalisteconomic system, priatisation ersusnationalisation, the role o the state inthe economy, the relationship beteenthe state and the church, and hatbasic rights should be recognised interms o the countrys constitution.

Commonly shared and uniying symbolsare absent or eakly present.

Centres o poer are shiting on aconstant basis, through the ongoingreconfguration o poer groupingsthat represent opposing ideological andalue positions. Oten, the state is thesingle stable poer base. Hence, theferce jockeying by dierent groupingsto gain political control o the state especially i the state controls asignifcant portion o the aailableresources in the country hich, in turn,

paradoxically destabilises the state.One fth o the largest companies inDECs are state oned.

Organisations operating (or ishing to operate) in the DEC context hae to be clearon hat they stand or at a alues, belies and assumptions leel (Leel 1 o thesociety concerned); communicate their position uncompromisingly and openly; andbe cautious here, hen, ho and ith hich stakeholders they engage, gien thepoer struggles and ideological debates raging in DECs.

Featue 2: The wide (and in man cases widenin) ap between the Haves andHave Nots the latter being in the majority in DECs creates seere socio-culturaland economic tensions and diides. Usually, the Hae Nots eel marginalised and

exploited and see no positie uture or themseles. Members o the Hae Notsrequently do not hae the knoledge or skills, resources and/or opportunitiesto realise a better uture or themseles and their dependants. In deelopedcountries, people usually eel that they can hae a dierent, better uture as theresult o taking personal initiatie ith respect to aailable opportunities (e.g. theAmerican Dream). DECs thereore hae much stronger socio-economic classdiides. I a DEC is expanding aggressiely because o a high groth rate that isdrien by a strong entrepreneurial spirit and a rapidly expanding middle class,alongside the emergence o strong multinational companies, the country may haegreater stability on the one hand, but, on the other hand, the socio-economic diidebeteen the Haes and Hae Nots may be accelerated.

Organisations operating (or ishing to operate) in DECs hae to consider ho tobring the oices o dierent segments o the community and society into their

organisations: in this ay, tangibly and isibly demonstrating their intentionsas good corporate citizens. They thereore need to expand the restricted,conentional ie o stakeholders (usually restricted to shareholders, employees,suppliers and customers) and the limited degree o engagement by stakeholdersin organisational decisions, actions and actiities that hae an impact on thecommunities in hich these organisations operate. Additionally, organisationsill hae to go een urther by concretely demonstrating their commitment to

sci ly

cu mii DeC

evy dy aci Cc, Viib

abc, Iviib

Layer 3: evy dy wy Di ti

Layer 2: Iucuam

Layer 2: nmivudi

iu 1: t cu tmi i DeC

social uplitment, through publicly isible community engagement projects, suchas upgrading schools, unding competent teachers and/or oering employment/training opportunities to ne entrants into the job market in order to proide themith much-needed ork experience.

Featue 3: The dominant pesence o multinational/lobal, capital-stoncompanies in DECs especially i the country is more deeloping than emerging can be to the detriment o local, upcoming companies that are unable to competesuccessully and on an equal ooting ith the ormer. This may pose a real threatin terms o bankruptcy and employment loss to the local organisations andproduce a negatie knock-on eect on communities and indiiduals. Frequently,

this real or perceied threat detrimentally aects the reputation and legitimacy omultinational/global companies, hich are seen as profteering exploiters rapingthese countries or their on interests. This may result in these organisations


3/18

Page 3

being expelled or only being permittedrestricted access, in order to allo localcompanies to surie and expand. Thecommunity may een mobilise againstthe presence o such companies in itscountry.

This negatie ie is orsened i themultinational/global company has an

ethnocentric attitude that assumesthat there is only ay and that isi ay, as per their home country.Eerything these organisations say anddo takes on the aour o ho theydo things back home. This positionis one o imported, imposed culturalimperialism. A polycentric attitude ishere certain executie and seniorleadership positions, especially incritical unctions, are resered ornationals rom the organisations homecountry, hile locals are gien lessimportant, more junior positions in lesscritical unctions in these organisations.This attitude allos the organisation tolocalise their approach in terms o insitu demands and conditions.

The ethnocentric attitude, but also thepolycentric attitude to a lesser degree,ill result in undermining and erodingany shared sense o a common destinyamong organisational members in theDECs, since they, as locals, and theircultures and by implication theircountries are seen as inherentlyinerior. A Them and Us diide ill existin the organisation. Multinational (orglobal) organisations should ratheradopt a geocentric attitude. In thiscase, it is acknoledged that no singleculture or management approach issuperior, but that each culture is equaland o alue. All parties concernedshould rather ork together toardscommon goals. From the geocentricantage point, organisations must fndcredible local partners ith homthey can orm strong partneringrelationships, and gie locals equal

employment and career opportunities intheir organisations.

Featue 4: The lead/la developmento inastuctue and sstemicimbalances occurs in DECs ithcommensurate incongruences andthe absence o synergies across thecountries inrastructure, e.g. theeconomy requiring skills that theeducational system cannot supplyor can only supply in insufcientnumbers or the population grothbeing too high relatie to the groth

rate o the economy, consequentlycreating ast pools o unemployed orsemi-employed orkers. Typically, a

limited pool o high-leel skills existsalongside a ast pool o semi-skilledand unskilled orkers ho battle tofnd and retain meaningul, long-termemployment, hich contributes to thesocio-economic class diides. Thesupply o high-leel skills is also otendetrimentally aected by a brain drainrom DECs, particularly i the countryseconomy is struggling and/or thequality o lie is poor in that country.In DECs, a highly actie, inormaleconomic sector exists parallel to theormal economy, as an escape aleor the high percentage o unemployedorkers.

In DECs, non-goernmental andbusiness organisations usuallyhae to step in to smooth oer andfll inrastructural mismatches andsystemic imbalances, especially ithe goernment o the day and/or thepublic sector is ineectie and eak orracked by political dissent. Exampleso organisations stepping in includeunding inrastructural deelopmentand support, such as the construction/repair o roads and schools; oeringtheir training acilities to localcommunities; and joining orces ithhigher education institutions to deelophigher skills.

Featue 5: Sophisticated technolopockets in a sea o low/outdatedtechnolo can exist, e.g. the intensieuse o mobile phone technology insemi-industrialised/agriculturalsocieties. Sometimes in the process,DECs leaprog deeloped countrieson the technology innoation cure bymoing immediately to a more adancedtechnology, e.g. bypassing landlinecommunication by rapidly adoptingmobile phones. On the one hand, DECsrequently sere as important marketsor deeloped countries sophisticatedtechnologies, hich DECs cannotalays deploy, use and maintain

eectiely. On the other hand, DECssere as suppliers o a ariety o naturalresources to deeloped countries.Additionally, upcoming companies inDECs oten operate as the outsourcedsites or proiding the subcomponentso products/serices to companies indeeloped countries, because o theirloer labour costs or comparable skillsleels (compared to those o deelopedcountries). Some o the stronglyemerging (multinational) companies inDECs, hoeer, are also increasingly

engaging in the design, productionand marketing o rugal technologicalinnoation: aordable, ft-or-context

technology appropriate to theircountries, e.g. cheap cars or mobilephones ith limited unctionality.

Organisations operating (or ishingto operate) in DECs need to adoptft-or-purpose technologies that areappropriate to the skills leels aailablein DECs and/or oer intensie, ongoing

training and education to upgradeemployees knoledge and skills inorder to hae more sophisticatedtechnologies and enable the delieryo outsourced products/serices todeeloped countries.

Featue 6: A oun, unemploedpopulation with a sevee bain daino top talent exists. DECs hae a rapidlygroing population, ith about 50% otheir population being in the bracketo 15 to 35 years o age. Becauseo systemic imbalances, DECs also

typically hae a high proportion ounemployed high school leaers andgraduates, because the economy is notexpanding rapidly enough to proidethem ith employment. Frequently,school leaers in DECs do not haethe fnancial means to urther theireducation: not enough bursaries areaailable or such studies; insufcienteducational capacity exists to satisythe oerhelming demand or urthereducation; and/or the aailableeducational institutions are o a poor

quality ith poor inrastructure. Incontrast, many o the deelopedcountries hae aging populationsbecause o lo population groth;ample fnancial resources or urthereducation; and good educationalinrastructure. Consequently, thesecountries are luring aay the toptalent o DECs to replenish their agingpopulation and decrease in populationgroth, hich causes a decrease ineconomically actie persons in thedeeloping countries.

Apart rom the proision o good, idelyaccessible education and training,as discussed already, organisationsin DECs also hae to put togetherhighly attractie, aggressie employeealue propositions in order to attract,engage and retain top local talent. Theymay een hae to hae dierentiatedemployee alue propositions ordierent employee segments.


4/18

Page 4

t Pf Pp Pi w aab uci d Cibu ecivy succ ti DeC-Bd oii

what then are the mission critical competencies o peopleproessionals ho are orking or organisations ith the DEC as theiroperating arena, in terms o the generic competency model gien in

Figure 2?

iu 2 (i): Cmpcy Dmi Pp Pi

In terms o the competency domains gien in Figure 2, it is proposedthat people proessionals in DEC-based organisations ill need atleast the olloing mission critical competencies as gien in Table 1.

tb 1: t Mii Ciic Cmpci Pp Pi i DeC

t Vdm

CcuiI DECs are to be a orce o note in the uture orld order, organisations illneed to hae people proessionals ho ft the demands and requirements o thisoperating arena. Our Department is aspiring and gearing up to proide suchproessionals to organisations operating (or ishing to operate) in such a context.Organisations operating (or ishing to operate) in DECs are more than elcome toshare their insight and ies ith our Department. Please eel ree to contact me

at [email protected].

actin

gwithwisdom

ContextualMas

tery

tcic/PiMy

oiiMy

Ip &tmiMy

ldipMy

PMy

eth

icalMaste

ry

CoMPetenCY

DoMaIn

attrIBUtes KnowleDge, sKIlls

anD eXPertIse

attItUDe ConDUCt

Pesonal Maste Systemic (big picture)thinking; Conergent anddiergent thinking; Resilience;Responsieness; Agility (orexibility); A high tolerance orambiguity; High risk-taking;creatiity and innoation

Learning attitude Fun disposition;action, cando disposition;Curiosity

Sel-drien

Ethical Maste A clear alues, belies andnormatie stance

Integrity

Technical/Poessional Maste

Future-drien Multilingual; DEC businessacumen; A strong technical/proessional base, ith theability to localise/ customise;Ability to moe eortlessly

beteen theory and practice;A systematic understandingo discipline and organisation;Technological say

An attitude olearning andteaching

Large-scale, systemicchange ability; Eidence-based decision-making;Multi-tasking andMulti-skilling

Intepesonal andTeamin Maste

High emotional intelligence;Empathy; Persuasion

Social connecting andnetorking

Strong; Diersity;Sensitiity

Caring; Actie listener

Leadeship Maste Person-centric leadership Participatie leadership style willingness to takeup a leadership role

Transormational (i.e.ision- and alues-drien)and transcendentalleadership (i.e. purpose-and meaning-drien)

OanisationalMaste

Partnering;Coalition builder

Contextual Maste Generational and interculturalsensitiity

Generational and intercultural

literacy; Systemicunderstanding o context

Global mindset Pro-actie, Broad

stakeholder engagement;Corporate citizenship;Ongoing, Intense contextualscanning


5/18

Page 5

ou 2010 civm: m iitheo h. VelDsMan

strategIC InItIatIVe oVerall 2010 aChIeVeMent

Strategic Initiatie 1: Strategic direction to ourDepartment ithin a three to fe year timerame

Our Department is rated independently as one o the top departments in its feldnationally, ith a groing stature internationally

Strategic Initiatie 2: Teaching and learning (1) The attraction o the cream o postgraduate applications nationally

(2) An excellent success rate: undergraduate: 74%; honours: 79%; masters: 89%;doctorates: 40%

(3) The largest number o postgraduate graduates in our Faculty: Honours: 135;Masters: 49; Doctorates: 8. we deliered beteen 10%-14% o UJs postgraduates

Strategic Initiatie 3: Research (1) Departmental research ocus areas identifed and implemented or the next threeto fe years, and confrmed nationally and internationally

(2) A high leel exposure o our research, both nationally and internationally. E.g. epresented nearly 20% o papers at the 2010 national SIOPSA conerence attendedby 560 delegates (18 out o 80 papers = 23%); a paper rom our Department on theaard or the best paper at the high-profle Pan-Pacifc Conerence on Management(the frst time a non-American paper has on the aard)

Strategic Initiatie 4: Community engagement (CE) Fie CE projects (oerall estimated CE project alue = R750 000)

Strategic Initiatie 5: High-leel, motiated teamthat is ell resourced

(1) A competent, highly motiated, passionate team

(2) well staed-up and qualifed Department, ith a signifcant group oyoung academics

(3) Good EE progress

(4) Academic team members being appointed/ elected to national and internationalbodies

Strategic Initiatie 6: A ell-goerned and ell-unctioning Department

A ell-run Department ith good management inormation

Strategic Initiatie 7: Third-stream income A highly proftable extra-curricular programme ith close to 700 students

Strategic Initiatie 8: Financially iable Department Highly fnancially iable

a trIBUte to a gIant In oUr IelD:Johann M. sChePersexcd m sa Ju Idui Pycy, 2006, 32(4): 3-7

As a young research ofcer,Johann Schepers ound his niche inpsychometrics. From 1957 to 1959,his skills in this area ere honedat Princeton Uniersity, here hestudied under scholars o renonin the feld o psychometrics, suchas Harold Gulliksen and Ledyard R.Tucker. Ater passing the generaldoctoral examination specialisingin psychometrics, he returned toSouth Arica to continue a careerthat has had a proound inuenceon the deelopment o the feldin this country. As leader o the

Psychometric Programme and head oits Psychometric Diision, he ormedpart o an exceptional team under theleadership o Simon Biesheuel, hoestablished the National Institute orPersonnel Research (NIPR) o the

Council or Scientifc and IndustrialResearch, as a orld-class researchinstitution that as internationallyacclaimed.

Oer 16 years as a ull-time researcherin psychometrics, frst at the NationalBureau o Educational and SocialResearch and later at the NIPR, thequality o his outputs as o such a highstandard that in 1970 he as appointedProessor o Psychometrics at theUniersity o South Arica. In 1976, heas inited to become the Head o theDepartment o Psychology at the RandArikaans Uniersity (no knon as theUniersity o Johannesburg) a positionhe held until 1982. In 1990, he asappointed Proessor in Psychometrics:this time in the Department oIndustrial Psychology (hichsubsequently became the Department

o Human Resource Management).

This is still the only Head oPsychometrics position in SouthArica. His more than 100 publications(including our books), 14 technicalreports and 22 psychometric testshae established Johann Schepersas a research leader. Gardner,Csikszentmihalyi and Damon (2001)regard such scientists as creatorleaders ho generate and codiy thenecessary specialised knoledge, inorder to establish and expand domainssuch as psychology and industrialpsychology. His specialist knoledgeo psychometrics enabled him todo outstanding research, especially(but not exclusiely) in areas such asmental ability, personality, perceptionand eoked potentials o the brain. Asa prominent member o the felds o


6/18

Page 6

psychology and industrial psychology,Johann Schepers has occupied theelite role o gatekeeper (presiding oerthe destiny o a discipline and judginghich changes in the domain shouldbe sanctioned are the unctions o

a gatekeeper). In 1974, he becamea member o the frst ProessionalBoard or Psychology o the SouthArican Medical and Dental Council andfe years later he joined the secondProessional Board. He as a membero the Psychometrics Committee othe Proessional Board or Psychologyrom 1996 to 2001 and also in 2003. Forthree years, he sered on the discipline-oriented Executie Committee orPsychology and CommunicationScience at the Human Sciences

Research Council (HSRC) and rom1984 to 1992 he as Scientifc Adisorto the Institute or Psychological andEdumetric Research o the HSRC. From1985 to 1992, he also sered on theDepartment o Manpoers Researchand Deelopment Committee.

Johann Schepers has receiedide-spread recognition rom othergatekeepers o the feld o psychology/industrial psychology. His aardsinclude:

Colours rom the Rand Arikaans

Uniersity or outstanding academicachieement (1992);

An aard rom the Department oHuman Resources Management oracademic excellence (1992);

The Presidents Aard rom thePsychological Association oSouth Arica or his contribution topsychology (1993);

The Stals Prize or Psychology romthe South Arican Academy orScience and Arts (1994);

Extraordinary elloship othe Society or Industrial andOrganisational Psychology oSouth Arica.

A ital feld alays requires approedstudents (Gardner et al., 2001). Underthe guidance o Johann Schepers, 67masters and 18 doctoral studentscompleted their studies in eitherPsychology or Industrial Psychology.The acknoledgement that SusanOHara included in her doctoraldissertation or her superisor, Johann

Schepers, is representatie o thehigh esteem in hich he is held by hisstudents:

P J scp

It is impossible to put into wods the atitude I eel towad Po JohannM. Schepes o his eneous help and suppot in pomotin this thesis.He aeed to uide m eseach, knowin little about me, and waseadil accessible and unailinl kind and patient. He consistentlave thouhtul and thoouh help duin the thee and one-hal eas

he was involved in this poject. As an Ameican in a univesit whee Idid not undestand the lanuae, he did much to smooth m wa, eventanslatin documents which I could not ead. I shall attempt to epathe debt I eel b peomin with dinit, compassion and humilit thepoession o pscholoist as he does (1985: iii).

The aorementioned bears testimonyto his inuence on the domains opsychology and industrial psychology. Aperson ho strongly inuences othersmay be regarded as a master in hisfeld (Bloom, 2002). As expert leader,eminent scholar, gatekeeper, study

leader and mentor, Johann Schepersmay thereore be considered as such.

His legacy as a scientist/researcheris most clearly isible in the olumeo tests, questionnaires, texts on testconstruction and actor analysis, andmany articles in scientifc journalsor hich he as responsible. whileimpressie, his students ill rememberhim as a teacher. His legacy as ateacher is most clearly isible in the

number o prominent researchersho studied under his superision andho no, in turn, superise the orko the next generation o researchers.His legacy is captured in stories thatdescribe the Schepers ay o doingit. Moreoer, they ill remember him

or inspiring them to study statistics,or his reusal to compromise on thecorrect use o language be it Englishor Arikaans and or the act that heas neer the entertainer, yet alayscaptiating and ae-inspiring.

what e ill remember JohannSchepers or is his example o hoto engage ith science, students andpeople in general. His legacy needs tobe protected and nurtured.

a trIBUte to a gIant In oUr IelD: Johann M. sChePers


7/18

Page 7

the reMUneratIon hanDBooKor arICa

Ho e remunerate employees has toreect the dynamics o the market andcontext in hich e operate. It needsto align at all times ith the strategicdirection and specifc alue driers othe business. Remuneration plays acritical role in attracting, motiating andretaining high-perorming indiiduals.Remuneration also reinorces,encourages and promotes superiorperormance.

At last, there is a user-riendly guide toremuneration, reard and perormance.we ould like to introduce you to TheRemuneration Handbook or Arica,

ritten by Pro Mark Bussin. It is apractical and inormatie handbookor managing reard and recognitionin Arica. Mark Bussin has, oer manyyears, contributed to the deelopmento a host o human resource managersin the remuneration feld in Arica,through his corporate and consultingexperience, ise counsel, ritingsand hundreds o lectures, Tv andradio interies. He has deeloped ageneration o remuneration experts,

helped defne the feld o practice andmade a signifcant contribution to thenational leel o excellence in the feld.

Some o the topics coered in thehandbook are: remuneration policy andstrategy, job roles and competence, jobealuation, broad-banding, indiidual

perormance, competence and skills-based pay, pay structures, retention andengagement, reard and recognition,

payroll, total package and a hole lotmore. The Remuneration Handbookor Arica is aailable rom KnoledgeResources in Rosebank and at mostExclusie Books stores.

P Bui

n vm u cdmic m

hUMan CaPItal trenDs BUIlDIng a sUstaInaBle organIsatIonTheo veldsman and Marius Meyer contributed to chapters and one chapterrespectiely to this defnitie text on talent management trends. Italia Boninelli andTerry Meyer are the editors o this book that is published by Knoledge Resources.Close to 20 thought leaders contributed to this text.

Theos to chapters deal ith crating and implementing strategic talentmanagement in pursuit o sustainable talent excellence; and strategic talentpartnering beteen higher education institutions and organisations. Mariuschapter addresses the three kings o the King III code: goernance, risk andcompliance, ith their implications or human capital management.

t Vdm Miu My


8/18

Page 8

apii dip xcc i cyci d m dmdi d?Iduci u udbki m ildip i emi Cui m 2012Are you a leader aspiring to excellence?You kno that leadership excellence isthe centrepiece o the success o yourteam, organisation, sector, communityand country.

But, eeryhere you look leadership isunder increasing pressure een youron leadership:The orld is changing radically.Success criteria are continually

being redefned.Organisations hae to reinent

themseles on an ongoing basis bydoing things in a dierent ay.

The people to be led hae dierent/shiting needs, expectationsand alues.

The credibility and legitimacy oleadership itsel isintensely questioned.

Ho do you equip yoursel to become aneectie leader under these demandingconditions? In order to meet yourpressing need to excel in leadershipas a practising leader, the Departmento Industrial Psychology and PeopleManagement at the Uniersity o

Johannesburg has crated a unique,sector-specifc, to-year mastersdegree ocusing on Leadership inEmerging Countries. Yes, this degree isexclusiely about leadership excellencein a constantly changing orld rom anemerging economies perspectie.

In the frst year, you ill gain insightinto the olloing (all o the modules arecompulsory): the leadership challengesin emerging markets; the multipledimensions o personal, interpersonaland proessional leadership mastery;

strategic management in emergingeconomies; and research design/methodology (including the preparationo a research proposal or yourmini-dissertation).

In the second year,you ill beexposed to leadership challenges,trends and approaches in a specifcleadership action arena (a choice oone arena preerably the arena inhich you are no actie as a leader):public sector leadership; politicalleadership; ecological and enironmentalleadership; constitutional leadership;

creatie industries leadership;

educational leadership; engineeringand maintenance leadership; or healthleadership. During this year, you alsoneed to produce a mini-dissertation (80-120 pages) on a leadership topic romyour specifc leadership action arena.

The modules are oered through to-to-three-day study schools, spacedoer our- to six-eek periods, ith abig emphasis on sel-assessment inorder to engender sel-insight, sel-aareness and action learning, iththe participation o leading practising

leaders and guest lecturers. Thequalifcation is oered on our SoetoCampus, hich has recently beenmodernised to the amount o R450million making it an ultra-modernacility, as can be seen rom theincluded photo.

The entry requirements are an honoursdegree (or our-year degree) rom anaccredited uniersity. Applicationsclose on 30 September 2011. ContactElmarie Stapelberg on +27 11 559 2557(ofce hours, South Arican time) or [email protected] or

application orms.

UJ Meets toP learnersOn Friday, 12 May 2011, UJ once again had their Time to Talk to UJ Marketing Day. On this day, UJ had the priilege omeeting the top Grade 12 learners rom top schools in Gauteng. These learners, aeraging 70% to 80% in Grade 12, andtheir parents ere hosted on the APK Campus. Ater an address in the Sanlam Auditorium by the UJ Management ExecutieCommittee members and executie deans, they had the opportunity to meet ith the dierent aculties and departments.These learners proed to be ery ocused and committed to uniersity studies in 2012. Oerall, this as a successul aternoon.The proo thereo ill be in the quality o our 2012 applications. we are coninced that this eent helped us market ourDepartment and that e ill reap the cream o the crop o students or our simpy B Department.


9/18

Page 9

eXeMPlarY ContrIBUtIon BY Pro Deon DeBrUIn anD two o oUr Masters stUDentsPo Deon de Buin has co-authoed an aticle that was published ecentl in the Academ o Manaement:Leanin and Education a tul hih-impact jounal. Included in the authoship ae two mastes studentsom the Depatment o IPPM whom Deon supevised (Danielle Cunninham and Nicole L. Hall). The editoial

comment b Po Jonathan P. Doh, om the Villanova Univesit, was as ollows:In this context Aguinis, De Bruin, Cunningham, Hall, Culpepper and Gottredson explore career-ide research productiityo past editors o management journals. Bringing a noel and creatie approach to their inestigation, they oer competinghypotheses, based on learning and job burnout theories as ell as autobiographical case studies. They confrm that researchcycles aes uctuate in a statistically signifcant patter, reecting the demands and toll journal editorship takes oneditors on research productiity. One o the most important and somehat disheartening fndings is that, on aerage,it takes nearly a decade or editors research productiity to reach the pre-editorship leel. Aguinis et al. do report that someeditors actually buck this trend and are able to increase their research output post-editorship (2010: 9(4)).

t bc m ui :we tested competing hypotheses, based on learning and

job burnout theories as ell as autobiographical casestudies, regarding the career-ide research productiityo 58 past editors o six journals oer a 50-year period(i.e., approximately mid-1950s to mid-2000s). Our studyincluded editors o Academy o Management Journal,Academy o Management Reie, AdministratieScience Quarterly, Journal o Applied Psychology,Journal o Management, and Personnel Psychology.Results indicate important uctuations in theresearch productiity o editors such that, on aerage,their research output peaks during their editorshipperiod, and it decreases sharply immediately aterthe editorship term. Although there is a productiity

recoery period, it subsequently takes at least a ulldecade or the editors research productiity to reachtheir pre-editorship leel. we discuss implications oraspiring editors as ell as the feld (Aguinis et al., 2010:9(4): 682).

Left: P D Bui

UnIVersItY oPen DaY

The Open Day o the Uniersity o Johannesburg took placeon 14 May 2011 on the respectie campuses. The Departmentparticipated in the eent on the Soeto, Auckland ParkBunting Road and Auckland Park Kingsay Campuses. Theday as a huge success. This is a golden opportunity oeredto potential frst-year students and parents to meet academicsand administratie sta members and a last chance to obtainreleant and personal guidance regarding study opportunitiesor those serious about their uture careers. In terms o thenumbers o people isiting on the Open Day (approximately22 000 people) and, in particular, those ho isited theDepartmental exhibitions on all the campuses, it is clear that

the need or Open Day is still alie and ell.


10/18

Page 10

DU TOIT, DANIL HErCULES(DCOM)

Danie du Toit holds an MCom (North-west Uniersity). He has 20 yearsexperience in organisations, holdingarious positions in human resourcesmanagement and deelopment, ith

his last positions haing been at thegeneral human resource managementleel. He has been an independentconsulting industrial psychologist orthe past eight years: consulting inareas such as leadership deelopment,personal groth, career deelopment,creatiity and organisational/teamoptimisation. He is co-author o anumber o articles in peer-reieedmagazines. He has made numerouspresentations at national andinternational conerences. Currently,he is a senior lecturer at North-westUniersity.

The aim o Danies study as toinestigate the link beteen a leadersleel o psycho-social maturity, asunderstood in terms o the Jungianconcept o indiiduation, and eectieleadership. The application o thisconcept to leadership has neer beenundertaken beore. The main postulate

o the study as that a leader hohas progressed to higher leels oindiiduation ill excel as a leader.The study had to interdependentobjecties: frst, to build a model oleadership psycho-social maturitybased on the concept o indiiduation;and, second, to test and alidate this

model empirically in terms o its abilityto predict leadership (in)eectieness.The major contributions o the studycan be ound in the deelopment oa leadership psycho-social maturitymodel ith accompanying instrumentsto measure leadership psycho-socialmaturity as ell as derailment, asell as the empirical alidation othis model. The major alue o thestudy lies in the insight it proides intocurrent/uture leadership challenges,issues and problems in organisations.Additionally, omens indiiduationand the incorporation o the eminineprinciple in organisations need seriousattention. The examiners called thestudy impressie, courageous,thorough, topical and important.

supvi: P t h. Vdm

C-upvi: D D v Zy (ImpcCui)

Pdu ud: u pid!We have eason to be poud o the 36 mastes and thee doctoal deees that wee coneed onou postaduates at ou Mach and Ma 2011 aduation ceemonies. This is but a patial eectiono the sinifcant eseach output contibution that ou Depatment is makin in keepin ou bod

o knowlede at the oeont. Since postaduate eseach is seen as a citical activit o theDepatment, heewith is a shot oveview o the eseach b ou doctoal students who aduatedduin the fst pat o 2011.

MArITz, DANIEL rETIEF(DCOM)

Danie Maritz holds a masters degree(Uniersity o Stellenbosch). He hasbeen inoled in the felds o leadershipand organisational deelopment ithinorganisations oer the past 22 years,both locally and internationally. He asinstrumental in establishing the Centreor Leadership Studies at StellenboschBusiness School in 1995 to promoteresearch and deelopment intotransormational leadership.

The primary objecties o Danies study

ere, frst, to deelop a conceptualmodel o the relationships ithin andbeteen the psychodynamic attributeso transormational leadership,transormational leadership behaiourand leader outcomes; and, second,

to alidate this model empirically. Apressing need existed or a holistic,systemic understanding o theseattributes and their relationshipith transormational leadershipbehaiour and eectieness. Theempirical fndings shoed that orleader sel-ratings, the psychodynamicattributes o sel-efcacy, liehistory psychopathy and alues erepositiely related to transormationalleadership behaiour. Threeactorially determined psychodynamicattributes ere extracted: namely,lie history, personal deelopmentand inuencing orientation, hich

ere also signifcantly related to andpredicted leadership behaiour andeectieness. The major contributiono this exploratory study is that orthe frst time, a multi-dimensional,psychodynamic attributes model o


11/18

Page 11

transormational leadership asconfrmed, hich is able to predicttransormational leadership behaiourand leader eectieness rom leadersel-ratings. The alidated model canplay an important role in more eectieidentifcation and deelopment otransormational leaders.

supvi: P t h. Vdm

DE JAgEr, CHEryLENE(DPHIL)

Cherylene de Jager (ne Knop)matriculated in 1981 at HorskoolFakkel in Johannesburg. Cheryleneobtained a BAEd (UP) (cum ud),BAHons Human ResourcesDeelopment (RAU) (cum ud) andan MPhil in Leadership in Perormanceand Change (RAU). Her entrepreneurialair became apparent at the Centre or

Career Deelopment at the Technikonwitatersrand. Her consulting skillsere refned at the Human ResourcesDeelopment Extra-CurricularDepartment at the Human ResourceManagement Department at RAU.She has been a change managementconsultant in the fnancial sericesarena or the past 15 years. She is theChie Imagination Ofcer o her oncreatiity and innoation consultingfrm, Chehan Ideaneers.

Globalisation initiates rapid change

and innoation is no longer an option,but a business imperatie. The

deelopment o creatie and innoatiethinking skills is crucial to the surialo organisations. A fnancial sericesorganisation characterised by aregulated and conormist enironmentcommissioned the candidate topresent a orkshop to deelop thecreatie and innoatie thinkingskills o their employees. This study

uses utility-ocused ealuation todetermine hether or not indiidualsin a fnancial serices organisationcan deelop creatie and innoatiethinking skills by means o a orkshopand hether a beneft or the businessunit and organisation can be identifed.This study unequiocally proed thatindiiduals can acquire these thinkingand problem-soling skills by meanso a orkshop. These skills, hoeer,are not sufcient on their on andare dependent on a spectrum o

determinants to support creatiityand innoation. The Triple I Creatiityand Innoation Model indicates hoa orkshop consisting o a collage ocreatiity and innoation techniquesand methodologies, in tandem ithdistinctie training design eatures, canhae an impact on the indiidual, thebusiness unit and the organisation inorder to initiate, ideaneer and ignitecreatiity and innoation. The orkshopeatures and model make a signifcantcontribution to the feld o knoledge.

supvi: P a MuC-upvi: P g rd

Masters graDUateswIth the tItles o theIr theses

naMe o stUDent sUPerVIsor Degree CoMPleteD tItle o thesIs

Aime, Jennie Lnn Dr N. Taylor Magister Philosophiae (MPhil)

(Industrial Psychology)

Construct alidity o the fro businessinstrument in the South Arican context

Akhalwaa, Aisha Dr w. Haenga Magister Technologiae (HumanResource Management)

Identiying barriers to fnancial access andcauses that eect the deelopment o SouthArican omen entrepreneurs

Banks, Diane Maud Pro G. Roodt Magister Philosophiae (MPhil)(Leadership in Perormance andChange) Cum ud

The efciency and quality dilemma: whatdries call centre managers perormanceindicators?

Bashabe, Maueen Dr A. Bosch venter Magister Philosophiae (MPhil)(Leadership in Perormance andChange)

Defning talent management: A reie oSouth Arican literature

Bell, Elsab Dr N. Barkhuizen(UP)

Magister Philosophiae (MPhil)(Leadership in Perormance andChange)

The relationship beteen barriers to changeand ork engagement o employees in a SouthArican property management company

Beukes, Aaia Pro J. M. Schepers

Pro F. Crous

Magister Commercii (MCom)


The eect o spatial positioning o items on thereliability o a consumer aect questionnaire


12/18

Page 12


Bleeke, Maia Eliabeth Dr L. Fourie Magister Commercii (MCom)


Contextual and relational ethics challengesithin industrial psychology internships

Blumbe, Jade Bianca Pro C.L. an Tonder Magister Commercii (MCom)


Exploring the relationship beteenorganisational change, aectie response andsel-esteem

Botha, Susanna Johanna Dr D. verrier

Mr A. wort

Magister Philosophiae (MPhil)

(Personal and ProessionalLeadership)

Coaching ith personal and proessionalleadership, neuro-linguistic programming andexperiential learning: a phenomenologicalealuation

Chsle-Fox, Phan Duncan Pro G. Roodt

Co-superisor: Prow.J. Schurink

Magister Commercii (MCom)Human Resource ManagementCum ud

Foundational assumptions in selecting humancapital metrics

Da, Caa Pro C.L. an Tonder Magister Commercii (MCom)


Organisation identity and its relationship ithemployee anxiety during change

Depina, Maina Dr C. Henn

Dr M. Geldenhuys



Job characteristics and ork engagement:The moderating eect o sense o coherence

Ebahim, yasmeen Pro C.L. an Tonder Magister Philosophiae (MPhil)


The relationship beteen organisational senseo identity and change resilience

gumbi, Leato Piscilla Pro P.D. Gerber Magister Commercii (MCom)

(Leadership Perormance andChange)

Key success actors or perormancemanagement in a goernment department

Jacobs, Chistian Theunis gete Pro G. Roodt Magister Commercii (MCom)


A human capital predictie model or agentperormance in contact centres

Johnston, Claie Suanne Pro G.P. de Bruin

Dr M. Geldenhuys



The role o sense o coherence in therelationship beteen job characteristics andburnout

Joubet, Maius Pro G. Roodt Magister Philosophiae (MPhil)Human Resource Management

Identiying enabling management practices oremployee engagement

Khoa, Nkosinathi Pro J.S. Uys Magister Philosophiae (MPhil)


The defnition o career success accordingto black middle managers in the knoledgeenironment

Lichte, Loen Dr C. Henn

Pro J.M. Schepers



A cross-cultural study o the psychometricproperties o the abstract reasoning test

Louens, Collette Pro L.J. an vuuren

Pro R. Eiselen



Organisation-proessional conict o industrial

psychologists in South Arican organisations

Mahomed, Nadia Pro C.L. an Tonder

Mr J. Becker



Toards conceptualisation o changeresilience as construct: ork engagement andatigue as outcome ariables

Malhebe, Abie Pro L.J. an vuuren

Pro F. Eiselen



The moderating role o conscientiousness inthe relationship beteen ork engagementand job characteristics

Mait, geit Mone Pro F. Crous Magister Commercii (MCom)


High perormance team coaching: a positiedeiant exploration

McConnachie, Kist Ln Pro F. Eiselen

Pro L.J. an vuuren



The reporting o adherence to ethics inresearch in the South Arican Journal oIndustrial Psychology: 2000-2009

McMullan, Lucia Pro C.L. an Tonder Magister Commercii (MCom)


Salient organisational change and requiredranchisor support ithin ranchisee lie cyclestages

Meiin, Elsmie Pro F. Crous Magister Artium (MA)


validating the positiity projectie technique

Mille, Tei Pro L.J. an vuuren

Ms X Goosen



Industrial Psychologists as consultants:clients ethics expectations

Minnaa, Liette Pro L.J. an vuuren

Ms A. Odendaal



Ethical decision-making rameorks oconsulting industrial psychologists


13/18

Page 13


Muohe, Nnditsheni John Dr w.F. du Toit(Transnet)

Magister Commercii (MCom)Human Resource Management

Entrepreneurial education and entrepreneurialrole models inuence

Nakani, Lusanda Dr C. Hill

Pro G.P. de Bruin



The actor analytic equialence o paper-basedand computerised personality scales

Thomas, Natasha Fancesca Dr C. Henn Magister Commercii (MCom)


Job characteristics and burnout: Themoderating eect on neuroticism

Van De Wal, Camilla Pro L.J. an vuuren

Dr L. Fourie



Transparency as a dimension o ethics inperormance appraisal

Van Loeenbe, rhonel Pro w.J. Schurink

Dr M.A. Harrop-Allin


(Personal and ProessionalLeadership)

Stress-related groth and sel-efcacy in thetransition to motherhood

Vieia, Julie-Ann Dr L. Fourie Magister Artium (MA)


Early-career expectations and retentionactors o Generation Y engineers

Voste, Paul Petus Dr C. Hill

Pro G.P. de Bruin



A actor analytic comparison o dichotomousand polytomous response categories inpersonality inentories

Wood, Vauhn Willouhb Pro C.L. an Tonder Magister Commercii (MCom)


Transitioning beteen qualitatiely dierent

change types: probing the critical moment indramatic corporate ailures

CorPorate goVernanCe transgressIonsat the IVe strategIC soUth arICanstate-owneD enterPrIses (soe)P ad tm

In May, Pro Adle Thomas presented a paper titled Corporate Governance at South Arican State-Owned Enterprises:Analysis o Print Media and Annual Reports at the 10th International Conerence on Corporate Social Responsibility held atTulane Uniersity in Ne Orleans. A journal article emanating rom the conerence paper has been peer reieed and, ithone minor embellishment, has been recommended or publication in The Social Responsibility Journal, an international

IBSS-rated journal.The oerall objectie o the study as to track, oer a to-year period, the reported incidences o corporate goernancetransgressions (nature and extent) at the fe strategic South Arican state-oned enterprises (SOEs). The annual reportso the fe SOEs ere reieed, along ith some 15 000 nespaper articles appearing oer a to-year period, in hich eachSOE as mentioned. Transgressions o corporate goernance ere plotted or each SOE against the OECD (2005) rameorko best corporate goernance practices or SOEs. The fndings indicated that hile there are reports o political interentionin the operational running o each SOE, goernment appears not to hae ulflled its oerseeing role o ensuring, throughthe boards o directors, the sound goernance o SOEs according to best practices documented by the OECD (2005). whilecompliance ith external goernance demands appears to be practised at each SOE, compliance ith sound goernance thatrequires an internal rame o reerence appears to be lacking. In an endeaour to promote accountability, the present studyalerts goernment to major areas o corporate goernance at SOEs that should command attention, including the selectiono directors to sere on boards ho ill ensure the establishment o an ethical culture at the top. In addition, the study alertsgoernment to ocus on its oerseeing role in ensuring accountability o boards o directors or the sound operations o SOEsand to guard against inoling itsel in operational issues. The present study also aims to eleate the debate o corporategoernance rom public rhetoric to a deeper understanding o the nature o the major problems that arrant attention. Thestudy contributes to the scarce academic literature relating to public sector corporate goernance in Arica in general and inthe South Arican SOE sectorin particular.


14/18

Page 14

we are proud to share ith our readersthat e hae more students registeredor our Reards, Recognition andPerormance Management ResearchProgramme than eer beore. Thisgroup appears to be liely and eager tolearn more about the feld. Thereore,e are ery excited about this year andhope to hae yet another year ith a100% pass rate or students rom thisresearch programme.

Some o the exciting research fndings

are reported belo:Jabulane Hlalethoa rewadState as a Sta retentionTool at a Financial SevicesOanisation

The aim o this study as to researchthe oerall aareness and eectienesso a fnancial serices organisationsreard strategy as a sta retention toolby exploring employees experiences,ies and eelings. The research asconducted using a qualitatie research

method, based on semi-structuredinteries, academic literature andexploring past, present and utureissues pertaining to the main constructso reards and retention. Themain fndings o the study ere thatmost employees o the organisationare aare o the organisations reardstrategy. Thereore, their motiationto remain ith, join or leae theorganisation is not drien by thetraditional retention actors, suchas retention bonuses and shareoption schemes.

Khanile Nukuma Job-HoppinAmon Black Aican SenioManaement in South Aica

Khanyis study ocused onunderstanding labour turnoer trendso black Arican senior managers inSouth Arica. The study ocused onunderstanding hy black Arican seniormanagers hae a propensity to change

jobs and ho organisations can resolethe trend. The research aimed todeelop a better understanding o thepush and pull actors or black Aricansenior managers in organisations.

excii fdi m u rdcii d Pmc Mmrc Pmmld: P Mk Bui

The research as conducted in tophases: a qualitatie study olloed bya quantitatie study. The main fndingsand contribution o the study as thatblack Arican senior managers do nottrust organisations ith their careerdeelopment. They ould rather takecontrol o their on career deelopmentby moing rom organisation toorganisation to build their repertoire oskills and competence. They ant to bein charge o their careers. The researchthus shos that black Arican senior

managers generally seek corporateenironments that encourage a senseo belonging and ith a clear careergroth plan.

zandile gumede The Peceptiono Fixed-Tem Contacts (FTCs)o Senio Manaes in the PublicSecto

This study ocused on perceptions ithregard to FTCs in the public sector and,more specifcally, local goernment.More particularly, the ocus as onbonuses and merit increases as parto the incentie plan. In accordanceith a modernist qualitatie approach,a case study design as adopted, inhich qualitatie interies, soliciteddocuments and participant obserationsere used. The fndings reealedthat FTCs had been instrumental inthe attraction and motiation o FTCemployees to achiee their businesstargets. The research shoed thatFTCs encouraged positie behaiourtoards achieing business targets.

Since fnancial incenties in the publicsector play a major role in upgradingorganisational perormance and sericedeliery, it as recommended that theconcept o FTCs should be upheldand encouraged.

Celita Bebie ManaesExpeiences and Peceptions othe Implementation o an IncentiveScheme in a Food ManuactuinOanisation

This study sought to explore theexperiences, ies and perceptions omanagers about the incentie schemethat as implemented by a SouthArican ood manuacturing company.A modernistic qualitatie researchapproach and, more specifcally, a casestudy design ere applied.

It as ound that the researchparticipants ere unaare o hatperormance objecties they neededto achiee. Some belieed that someobjecties ere demeaning andinsulting, as ere the monetary reardsthey receied. The achieement otheir objecties as outside theircontrol and inuence. No link existedbeteen their perormance and hatthey earned. Participants, hoeer, eltexcited and motiated to perorm hentheir superior presented the oeralldepartmental perormance objectiesto them and requested them to settheir on objecties, based on thedepartmental objecties. The fndingssuggest that it is the implementationmanner rather than simply thepresence o an incentie scheme thatill either motiate or demotiateemployees to perorm.


15/18

Page 15

sYMPosIUM on PosItIVe soCIal sCIenCesKi b

m i: M I gy (cu UJ m ud),M Ki b (UJ cdmic d cu PD ud),P ddi Cu (UJ cdmic), D Mdy gduy(UJ cdmic)

m i: M Ki b (UJ cdmic d cu PDud), P ddi Cu (UJ cdmic), P Mic s(Cd s Uiviy), D Mdy gduy (UJ cdmic)

The nely ormed wellness ResearchFocus Group rom the Departmento Industrial Psychology and PeopleManagement recently attended the

Positie Social Sciences Symposiumhosted at North-west Uniersity (NwU)(vaal Triangle Campus). The goal o thesymposium as to build knoledgethrough the understanding o optimalhuman experience and unctioning byconducting research about positie andemotionally ulflling aspects o humanbehaiour (van Eeden, 2010: Director oSchool o Behaioural Science, NwU).

Many inormatie and interestingpresentations ere deliered. Onepresentation as by one o our eryon, Pro Freddie Crous: a keynotespeaker ho deliered a presentationon Piiviy i : a C embdid appc appciivIquiy. Just some o the 11 keynotespeakers included: Pro Michael Steger(rom Colorado State Uniersity inthe USA), ith his address on MkiMi wk; Pro Luis Miguel Netoand Pro Helena Agueda Marujo (romLisbon Uniersity in Portugal) onPiiv ni d Cmmuii:Idiyi, Uddi dPmi Cciv hp Pc;as ell as Pro Ruut veenhoen (romErasmus Uniersity, the Netherlands)on g hppi gnumb: h C t B acivd?

A surprise aaited all the delegates,hen three guest speakers (nominatedor the 2011 Optentia Aard orshoing irtuous behaiour) sharedtheir lie stories, their hardships andstruggles, ho they oercame them andho they hae contributed to societyat large. This let us ith a sense oadmiration and questioning ourselesas to hat e could do (albeit small) tocontribute to society.

This South Arican Symposium on

Positie Social Sciences helped usgain insight into our current research

ocus areas, hich aim to inestigate allaspects o ell-being that are releantto the orkplace, as it is hoped that theresearch fndings ill enable employees

and employers alike to improe ell-being ithin the orkplace.

The main emphasis o our ocus areasare ithin the olloing streams that

contribute to positie psychology ithinthe ork enironment:Research Stream 1: An embodied

perspectie o positiity

Research Stream 2: work/lie balanceand ork/home intererenceResearch stream 3: Happiness and

ell-being at ork

80 academics taught in ourDepartment during 2010 (ull-time:28; isiting proessors: 4; guestlecturers: 46), supported by 13administrators

we oered 121 modules, o hich 100are lectured across our campuses

ithin three curricular programmesand one extra-curricular programme:sericing 10 500 curricular and 564extra-curricular students

2010 graduates: curricular: 168undergraduates; honours: 135;

masters 49; doctorates: 8; extra-curricular: 207

Research output:

subidid pubici: Books and chapters in books: 4

Articles in accredited journals: 11

Accredited conerenceproceedings: 12

n-ubidid pubici: Books and chapters in books: 4 Articles in journals: 4

Pp pd ( d/pdu ud)

National: 47 International: 17

Cc/mi id: National: 3

International: 2Cc dd (pi pp):

National: 8

A ew vital 2010 statistics eadin ou depatment


16/18

Page 16

teaM MeMBers on the MoVe!

Cmmii i PidcyIt is nearly or to years no thatMark has sered as a Commissionerin the Presidency on the Commissionor Remuneration o Public Ofce-Bearers. The next three yearsbring challenges such as tools otrade, conditions o employmentand remuneration leels or thePresident, Deputy President, ministers,

judges, magistrates, Parliament andtraditional leaders.

PmiPrOF WErNEr HAVENgA

Facing the ne challenges andresponsibilities that come iththe promotion to senior academicpositions, e ould like to congratulatewerner Haenga on his promotion toAssociate Proessor.

n appimPrOF WILFrED UKPErE

PrOF ADLE THOMAS

Adle commenced her career asa social orker, hich culminatedin leading the Johannesburg Childwelare Society, hich as, atthat time, the largest non-proftorganisation in South Arica, ith oer300 proessional sta. She completedher MBA ater her doctorate and spenta year abroad at Boston Uniersity asa postgraduate ello, here she asalso associated ith the Institute orthe Study o Economic Culture, led bythe orld-renoned sociologist, ProPeter Berger. In addition to orking

in the non-proft sector, Adle hasalso orked in business: occupyingsenior positions at Grey worldide(adertising) and Alexander Forbes(insurance). She entered academia

Pro wilred Isioma Ukpere obtaineda BCom and MCom rom PunjabiUniersity in Patiala, India. Heobtained a urther MCom (BusinessAdministration) rom Jiaji Uniersityin Galior, India and subsequentlyobtained his PhD (Human ResourcesManagement) rom the Cape PeninsulaUniersity o Technology, Cape Ton,here he lectured and sered as Heado Department: Entrepreneurshipand Business Management. He has

authored three books and seeralarticles in ISI- and IBSS-accredited

journals. He has been a isitingacademic to international uniersities,such as Punjabi Uniersity in Patiala,India, Spirut Haret Uniersity, Romania,the Uniersity o Colugn, Germany,the Uniersity o Port Harcourt, theUniersity o Benin, the Uniersity oLagos and Delta State Uniersity (the

in 1996 eentually becoming theDirector o the wits Business School.Adle joined UJ in 2006, in ourDepartment, but as requested toassist in the Department o BusinessManagement in 2007. Adle rejoinedher academic home, IPPM, in Aprilthis year.

Adle has published almost 30 peer-reieed academic articles, locallyand internationally, has presentedsome 27 conerence papers (mainlyinternationally) and has superised inexcess o 80 postgraduate students.She has presented programmes at theUniersity o Austin in Texas, BostonUniersity and Intercollege in Cyprus.She trained at Harard to be a caseriter and case teacher.

Adles philosophy is to do the bestshe can to contribute to leaing morecookies in the cookie jar at the end othe day. In this regard, she endeaoursto make her research releant and tocontribute to ensuring that uniersitiesgraduate uture-ft leaders hocan really inuence society or thebetter. Her areas o teaching andresearch span diersity management,organisational culture, business ethics,corporate goernance, sustainabledeelopment and corporate socialresponsibility. welcome back, Adle!

last our uniersities being in Nigeria).He is an editorial adisory boardmember o the Ii Ju sci ecmic (Emerald Insight),an editor or the aic Ju Bui Mm, chie editoror the Ju Mm dtcy and a scientifc reieeror seeral academic journals andinternational conerences.


17/18

Page 17

LUSANDA NAKANILusanda Nakani completed herBComHons in Industrial Psychologyrom the Uniersity o Johannesburgin 2005. Her frst job as in 2006 atNestl (South Arica), here she asa graduate trainee in the HumanResource Graduate DeelopmentProgramme or to years. In 2008,she as appointed as the GraduateDeelopment Specialist, here sheused her preiously gained knoledgeand experience to recruit, select anddeelop young talent ithin the systemor uture specialist and managementroles. Her proudest momentsinclude putting the Nestl Graduate

Deelopment Programme on the map,by increasing its isibility througharious innoatie marketing initiatiesto students across the country, andbeing oted by students nationallyon the 2009 South Arican GraduateRecruiters Association StudentSurey as one o the top 10 companyrecruiters ho had made the mostpositie impact on students. Lusandalet her role in January 2010 to pursueher masters degree ull time. Shegraduated in May 2011. She joined theDepartment o Industrial Psychologyand People Management as a lecturerin January 2011.

nappim

PIETEr KOOrTzEN

Pieter has resigned as proessor romour Department in order to pursue hisconsulting practice ull time, but illstill be part o the Department as aisiting proessor as rom 1 July 2011.He ill play an adisory role acrossprogrammes in our Department.

Ii CcThe olloing sta members attendedinternational conerences during thefrst semester o 2011:

Gert Roodt Pan-Pacifc Conerence,Singapore, May 2011

Roslyn de Braine Pan-PacifcConerence, Singapore, May 2011

Pharny Chrysler-Fox Pan-PacifcConerence, Singapore, May 2011

wilred Ukpere EIC 2011, Romania,May 2011

Adle Thomas 10th InternationalConerence on Corporate SocialResponsibility, Ne Orleans,May 2011

Cookie Goender 2nd Annual HRConerence, Ghana, June 2011

Albert wort 9th InternationalConerence on Ne Directions inHumanities, Granada, June 2011

Leon an vuuren Global EthicsForum International Conerence,Genea, Sitzerland, June 2011

Linda Fourie Global Ethics ForumInternational Conerence, Genea,Sitzerland, June 2011

Freddie Crous 12th EuropeanCongress o Psychology, Istanbul,Turkey, June 2011

Byron Adams 12th EuropeanCongress o Psychology, Istanbul,Turkey, June 2011

Cookie Goender ICE Samos 20117th International Conerence onEducation, Greece, July 2011

Freddie Crous 2nd world Congresson Positie Psychology,Philadelphia, July 2011

wilred Ukpere 2011 IAREP/SABE/ICABEEP Conerence, Paris,July 2011

sbbic lvPro Deon de Bruin ill be on sabbatical leae during the second semester o 2011.we ish him, Karina and their children all o the best or their six-month stay inSitzerland.

riiMArIUS MEyEr

Marius, a senior lecturer in theDepartment, has resigned to take upthe position o CEO o the South AricanBoard or People Practices. This is

indeed a great honour or Marius andour Department. we ould like to extendour ery best ishes during these timeso exciting people challenges. we belieehe ill make a real contribution in theproession and address these challengessuccessully.


18/18

P sipp

We believe that ou publication makes a unique contibution to ou eades and would like to invite ou topaticipate. Please wite to us and let us know what ou would like to see in ou newslette.

Send all contibutions o consideation to rochelle Niemand,Depatment o Industial Pscholo and People Manaement, PO Box 524, Auckland Pak, 2006

o email he at: [email protected].

Since the motto o our Department is to lead by example, e are particularly proudo the academic achieements o our sta members ho do just that. LusandaNakani graduated in May 2011 ith an MCom (Industrial Psychology) and PhanChsle-Fox ith an MCom (Human Resource Management) cum ud!

Bon Adams to-year study leae to complete his PhD at the Uniersity o Tilburg,

the Netherlands as approed. we ish him the ery best ith his studies.

Out o the top fe papers that ere presented at the national Faculty oManagement Conerence during May 2011, to papers ere rom our Department.Congratulations to Anita Bosch and to ronel Nienabe, Mak Bussin and CaolinaHenn or their papers being selected as part o the top fe. You hae made us proud!

Po get roodt as elected as amember o Senex (the managementcommittee o Senate) as therepresentatie o Senate on Senex.It is a great honour or Gert and ourDepartment. we ish him ell ith thisadditional responsibility.

The edding bells tolled or a numbero sta members: Cain Maais to RobHill on 16 December 2010; HaietKhoa to Clie Maluka in December2010; and Anita Bosch to Joubert anwyk on 24 April 2011. we ish them allthe best in the uture.

Nti Mdhlous baby boy as born on

18 April 2011. we congratulate theamily, ith the hope that the little oneill bring them lots o loe and happymoments.

we ould like to coney our deepest sympathy to the olloing colleagues ho haelost loed ones: Loinda Landman, ho lost her mother during January 2011.Elmaie Stapelbe, hose ather-in-la passed aay in January 2011.Tsheo Noashen (student assistant), hose mother passed aay in April 2011.The amily and riends o one o our students, Musa Kenneth Maswanani hopassed aay in April 2011. Jos Coetee, hose brother-in-la passed aayin May 2011.

Aletta Odendaal organised a erysuccessul frst InternationalConess o Coachin PscholoSouthen Hemisphee during 26 and27 May 2011. A number o papersere deliered by sta members.Congratulations to Leon van Vuuen,Feddie Cous, Linda Fouie, PieteKooten and Aletta Odendaal.The conerence as a huge success.Our congratulations to Aletta orall the ork that has gone intoorganising a conerence ithsuch high standards. widespreadcongratulations ere receied!

Documents

Faculty of Management Industrial Psychology and People Management IPPM Newsletter August 2011