newsletter of the DePartMent of InDUstrIal PsYChologY anD PeoPle ManageMent

august 2011
A TRIBUTE TO A GIANT IN OUR FIELD: JOHANN M. SCHEPERS NEw ON THE SHELvES FROM OUR ACADEMIC TEAM EXEMPLARY CONTRIBUTION BY PROF DEON DE BRUIN AND TwO OF OUR MASTERS STUDENTS EXCITING FINDINGS FROM OUR REwARDS RECOGNITION AND PERFORMANCE MANAGEMENT RESEARCH PROGRAMME SYMPOSIUM ON POSITIvE SOCIAL SCIENCES TEAM MEMBERS ON THE MOvE!

growIng PeoPle ProfessIonals fIt for DeVeloPIng/eMergIng CoUntrIes

theo h. Veldsman As was espoused in previous editions of Cognoscenti, our Department has chosen developing/emerging countries (DECs) as its strategic niche in going forward, given the predicted growing dominance and influence of DECs in the globalising world of the coming years. DECs are those countries characterised by fundamental transition, rapid economic growth, the integration of their closed economies into the world economy and high levels of foreign investment. The BRICS are the pre-eminent representation of DECs, as the foremost emerging markets: Brasilia, Russia, India, China and, recently, South Africa (regarded as a proxy for Africa). Increasingly, South Africa is seen and/or used by multinational companies as the entry point into the rest of Africa. Through the teaching, learning and research in our Department, we aspire to grow people professionals who will be capable of enabling their organisations to be sustainably successful people-wise within the DEC context, since that is where a significant portion of the future action will be. Some vital facts, trends and predictions about the DECs: For the first time in history, the economic recovery after the deep recession of 2008/2009 was fuelled not by the developed countries which are still grappling to recover but members of the BRICS, with growth rates of beyond 6%. China and India are growing even faster. The DECs accounted for 37% of the worlds economic output in 2000, which rose last year to 45% of which the BRICS share was 22%. It is predicted that the BRICS will dominate the world economy from about 2030. China will be the biggest economy in the world at that time though, per capita, not the richest. Emerging markets had 70 companies in the Fortune 500 in 2007, which is an increase from 20 just a decade ago. The DECs are likely to account for a third of

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the entire list within 10 years. According to a recent survey, 19 of the top 100 brands of the world are from BRICS. 50% of the worlds current population live in the DECs. what then are the critical features of DECs? And as a consequence of these features, what is the profile of the people professionals who will be able to function and contribute effectively from a people perspective to the success of their DEC-based organisations?

Organisations operating (or wishing to operate) in the DEC context have to be clear on what they stand for at a values, beliefs and assumptions level (Level 1 of the society concerned); communicate their position uncompromisingly and openly; and be cautious where, when, how and with which stakeholders they engage, given the power struggles and ideological debates raging in DECs. Feature 2: The wide (and in many cases widening) gap between the Haves and Have Nots the latter being in the majority in DECs creates severe socio-cultural and economic tensions and divides. Usually, the Have Nots feel marginalised and exploited and see no positive future for themselves. Members of the Have Nots frequently do not have the knowledge or skills, resources and/or opportunities to realise a better future for themselves and their dependants. In developed countries, people usually feel that they can have a different, better future as the result of taking personal initiative with respect to available opportunities (e.g. the American Dream). DECs therefore have much stronger socio-economic class divides. If a DEC is expanding aggressively because of a high growth rate that is driven by a strong entrepreneurial spirit and a rapidly expanding middle class, alongside the emergence of strong multinational companies, the country may have greater stability on the one hand, but, on the other hand, the socio-economic divide between the Haves and Have Nots may be accelerated. Organisations operating (or wishing to operate) in DECs have to consider how to bring the voices of different segments of the community and society into their organisations: in this way, tangibly and visibly demonstrating their intentions as good corporate citizens. They therefore need to expand the restricted, conventional view of stakeholders (usually restricted to shareholders, employees, suppliers and customers) and the limited degree of engagement by stakeholders in organisational decisions, actions and activities that have an impact on the communities in which these organisations operate. Additionally, organisations will have to go even further by concretely demonstrating their commitment to

Critical features of Developing/emerging Countries and economies

Feature 1: A fundamental transformation is occurring in DECs at a foundational level of society (i.e. in the norms, values, beliefs and assumptions informing society), which is consequently affecting the structural arrangements (e.g. legislative or regulatory arrangements) and dayto-day functioning (e.g. market competition) of societies in these countries. Figure 1 illustrates this transformation. Diverse, competing ideological positions and camps exist in DECs about the right foundational layer in ideological terms for the society concerned (Layer 1), appropriate to the emerging society coming into existence. very often, DECs are intensely engaged in and fiercely divided by ideological and value debates and struggles, accompanied by unstable power relationships, e.g. debates centre on a socialist versus a capitalist economic system, privatisation versus nationalisation, the role of the state in the economy, the relationship between the state and the church, and what basic rights should be recognised in terms of the countrys constitution. Commonly shared and unifying symbols are absent or weakly present. Centres of power are shifting on a constant basis, through the ongoing reconfiguration of power groupings that represent opposing ideological and value positions. Often, the state is the single stable power base. Hence, the fierce jockeying by different groupings to gain political control of the state especially if the state controls a significant portion of the available resources in the country which, in turn, paradoxically destabilises the state. One fifth of the largest companies in DECs are state owned.

societal layers
every day actions
Layer 3: every day ways of Doing things Layer 2: Infrastructural arrangements Layer 2: normative foundations

Concrete, Visible

focus of transformation in DeCs

abstract, Invisible

figure 1: the focus of transformation in DeCs

social upliftment, through publicly visible community engagement projects, such as upgrading schools, funding competent teachers and/or offering employment/ training opportunities to new entrants into the job market in order to provide them with much-needed work experience. Feature 3: The dominant presence of multinational/global, capital-strong companies in DECs especially if the country is more developing than emerging can be to the detriment of local, upcoming companies that are unable to compete successfully and on an equal footing with the former. This may pose a real threat in terms of bankruptcy and employment loss to the local organisations and produce a negative knock-on effect on communities and individuals. Frequently, this real or perceived threat detrimentally affects the reputation and legitimacy of multinational/global companies, which are seen as profiteering exploiters raping these countries for their own interests. This may result in these organisations

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being expelled or only being permitted restricted access, in order to allow local companies to survive and expand. The community may even mobilise against the presence of such companies in its country. This negative view is worsened if the multinational/global company has an ethnocentric attitude that assumes that there is only one way and that is their way, as per their home country. Everything these organisations say and do takes on the flavour of how they do things back home. This position is one of imported, imposed cultural imperialism. A polycentric attitude is where certain executive and senior leadership positions, especially in critical functions, are reserved for nationals from the organisations home country, while locals are given less important, more junior positions in less critical functions in these organisations. This attitude allows the organisation to localise their approach in terms of in situ demands and conditions. The ethnocentric attitude, but also the polycentric attitude to a lesser degree, will result in undermining and eroding any shared sense of a common destiny among organisational members in the DECs, since they, as locals, and their cultures and by implication their countries are seen as inherently inferior. A Them and Us divide will exist in the organisation. Multinational (or global) organisations should rather adopt a geocentric attitude. In this case, it is acknowledged that no single culture or management approach is superior, but that each culture is equal and of value. All parties concerned should rather work together towards common goals. From the geocentric vantage point, organisations must find credible local partners with whom they can form strong partnering relationships, and give locals equal employment and career opportunities in their organisations. Feature 4: The lead/lag development of infrastructure and systemic imbalances occurs in DECs with commensurate incongruences and the absence of synergies across the countries infrastructure, e.g. the economy requiring skills that the educational system cannot supply or can only supply in insufficient numbers or the population growth being too high relative to the growth rate of the economy, consequently creating vast pools of unemployed or semi-employed workers. Typically, a

limited pool of high-level skills exists alongside a vast pool of semi-skilled and unskilled workers who battle to find and retain meaningful, long-term employment, which contributes to the socio-economic class divides. The supply of high-level skills is also often detrimentally affected by a brain drain from DECs, particularly if the countrys economy is struggling and/or the quality of life is poor in that country. In DECs, a highly active, informal economic sector exists parallel to the formal economy, as an escape valve for the high percentage of unemployed workers. In DECs, non-governmental and business organisations usually have to step in to smooth over and fill infrastructural mismatches and systemic imbalances, especially if the government of the day and/or the public sector is ineffective and weak or racked by political dissent. Examples of organisations stepping in include funding infrastructural development and support, such as the construction/ repair of roads and schools; offering their training facilities to local communities; and joining forces with higher education institutions to develop higher skills. Feature 5: Sophisticated technology pockets in a sea of low/outdated technology can exist, e.g. the intensive use of mobile phone technology in semi-industrialised/agricultural societies. Sometimes in the process, DECs leapfrog developed countries on the technology innovation curve by moving immediately to a more advanced technology, e.g. bypassing landline communication by rapidly adopting mobile phones. On the one hand, DECs frequently serve as important markets for developed countries sophisticated technologies, which DECs cannot always deploy, use and maintain effectively. On the other hand, DECs serve as suppliers of a variety of natural resources to developed countries. Additionally, upcoming companies in DECs often operate as the outsourced sites for providing the subcomponents of products/services to companies in developed countries, because of their lower labour costs for comparable skills levels (compared to those of developed countries). Some of the strongly emerging (multinational) companies in DECs, however, are also increasingly engaging in the design, production and marketing of frugal technological innovation: affordable, fit-for-context

technology appropriate to their countries, e.g. cheap cars or mobile phones with limited functionality. Organisations operating (or wishing to operate) in DECs need to adopt fit-for-purpose technologies that are appropriate to the skills levels available in DECs and/or offer intensive, ongoing training and education to upgrade employees knowledge and skills in order to have more sophisticated technologies and enable the delivery of outsourced products/services to developed countries. Feature 6: A young, unemployed population with a severe brain drain of top talent exists. DECs have a rapidly growing population, with about 50% of their population being in the bracket of 15 to 35 years of age. Because of systemic imbalances, DECs also typically have a high proportion of unemployed high school leavers and graduates, because the economy is not expanding rapidly enough to provide them with employment. Frequently, school leavers in DECs do not have the financial means to further their education: not enough bursaries are available for such studies; insufficient educational capacity exists to satisfy the overwhelming demand for further education; and/or the available educational institutions are of a poor quality with poor infrastructure. In contrast, many of the developed countries have aging populations because of low population growth; ample financial resources for further education; and good educational infrastructure. Consequently, these countries are luring away the top talent of DECs to replenish their aging population and decrease in population growth, which causes a decrease in economically active persons in the developing countries. Apart from the provision of good, widely accessible education and training, as discussed already, organisations in DECs also have to put together highly attractive, aggressive employee value propositions in order to attract, engage and retain top local talent. They may even have to have differentiated employee value propositions for different employee segments.

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the Profile of the People Professionals who are able to function and Contribute effectively to the success of their DeC-Based organisations
what then are the mission critical competencies of people professionals who are working for organisations with the DEC as their operating arena, in terms of the generic competency model given in Figure 2? figure 2 (right): Competency Domains of People Professionals In terms of the competency domains given in Figure 2, it is proposed that people professionals in DEC-based organisations will need at least the following mission critical competencies as given in Table 1. table 1: the Mission Critical Competencies of People Professionals in DeCs

a ct

in g wi

t h w is d o

technical/ Professional Mastery

et

h Personal Mastery

Interpersonal & teaming Mastery M a st l ic a e

ry

organisational Mastery

leadership Mastery

Co

ntex

t u a l M a ste

ry

CoMPetenCY DoMaIn
Personal Mastery

attrIBUtes

KnowleDge, sKIlls anD eXPertIse

attItUDe
Fun disposition; action, can do disposition; Curiosity

ConDUCt
Self-driven

Systemic (big picture) Learning attitude thinking; Convergent and divergent thinking; Resilience; Responsiveness; Agility (or flexibility); A high tolerance for ambiguity; High risk-taking; creativity and innovation A clear values, beliefs and normative stance Future-driven Multilingual; DEC business acumen; A strong technical/ professional base, with the ability to localise/ customise; Ability to move effortlessly between theory and practice; A systematic understanding of discipline and organisation; Technological savvy Social connecting and networking Participative leadership style

Ethical Mastery Technical/ Professional Mastery

Integrity An attitude of learning and teaching Large-scale, systemic change ability; Evidencebased decision-making; Multi-tasking and Multi-skilling

Interpersonal and Teaming Mastery Leadership Mastery

High emotional intelligence; Empathy; Persuasion Person-centric leadership

Strong; Diversity; Sensitivity

Caring; Active listener

willingness to take Transformational (i.e. up a leadership role vision- and values-driven) and transcendental leadership (i.e. purposeand meaning-driven) Partnering; Coalition builder

Organisational Mastery Contextual Mastery Generational and intercultural Generational and intercultural sensitivity literacy; Systemic understanding of context Global mindset

Pro-active, Broad stakeholder engagement; Corporate citizenship; Ongoing, Intense contextual scanning

Conclusion
If DECs are to be a force of note in the future world order, organisations will need to have people professionals who fit the demands and requirements of this operating arena. Our Department is aspiring and gearing up to provide such professionals to organisations operating (or wishing to operate) in such a context. Organisations operating (or wishing to operate) in DECs are more than welcome to share their insight and views with our Department. Please feel free to contact me at theov@uj.ac.za.

theo Veldsman Page 4

our 2010 achievements: some highlights

theo h. VelDsMan strategIC InItIatIVe
Strategic Initiative 1: Strategic direction to our Department within a three to five year timeframe Strategic Initiative 2: Teaching and learning

oVerall 2010 aChIeVeMent

Our Department is rated independently as one of the top departments in its field nationally, with a growing stature internationally (1) The attraction of the cream of postgraduate applications nationally (2) An excellent success rate: undergraduate: 74%; honours: 79%; masters: 89%; doctorates: 40% (3) The largest number of postgraduate graduates in our Faculty: Honours: 135; Masters: 49; Doctorates: 8. we delivered between 10%-14% of UJs postgraduates

Strategic Initiative 3: Research

(1) Departmental research focus areas identified and implemented for the next three to five years, and confirmed nationally and internationally (2) A high level exposure of our research, both nationally and internationally. E.g. we presented nearly 20% of papers at the 2010 national SIOPSA conference attended by 560 delegates (18 out of 80 papers = 23%); a paper from our Department won the award for the best paper at the high-profile Pan-Pacific Conference on Management (the first time a non-American paper has won the award)

Strategic Initiative 4: Community engagement (CE) Strategic Initiative 5: High-level, motivated team that is well resourced

Five CE projects (overall estimated CE project value = R750 000) (1) A competent, highly motivated, passionate team (2) well staffed-up and qualified Department, with a significant group of young academics (3) Good EE progress (4) Academic team members being appointed/ elected to national and international bodies

Strategic Initiative 6: A well-governed and wellfunctioning Department Strategic Initiative 7: Third-stream income Strategic Initiative 8: Financially viable Department

A well-run Department with good management information A highly profitable extra-curricular programme with close to 700 students Highly financially viable

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

extracted from the sa Journal of Industrial Psychology, 2006, 32(4): 3-7 As a young research officer, Johann Schepers found his niche in psychometrics. From 1957 to 1959, his skills in this area were honed at Princeton University, where he studied under scholars of renown in the field of psychometrics, such as Harold Gulliksen and Ledyard R. Tucker. After passing the general doctoral examination specialising in psychometrics, he returned to South Africa to continue a career that has had a profound influence on the development of the field in this country. As leader of the Psychometric Programme and head of its Psychometric Division, he formed part of an exceptional team under the leadership of Simon Biesheuvel, who established the National Institute for Personnel Research (NIPR) of the Council for Scientific and Industrial Research, as a world-class research institution that was internationally acclaimed. Over 16 years as a full-time researcher in psychometrics, first at the National Bureau of Educational and Social Research and later at the NIPR, the quality of his outputs was of such a high standard that in 1970 he was appointed Professor of Psychometrics at the University of South Africa. In 1976, he was invited to become the Head of the Department of Psychology at the Rand Afrikaans University (now known as the University of Johannesburg) a position he held until 1982. In 1990, he was appointed Professor in Psychometrics: this time in the Department of Industrial Psychology (which subsequently became the Department of Human Resource Management). This is still the only Head of Psychometrics position in South Africa. His more than 100 publications (including four books), 14 technical reports and 22 psychometric tests have established Johann Schepers as a research leader. Gardner, Csikszentmihalyi and Damon (2001) regard such scientists as creator leaders who generate and codify the necessary specialised knowledge, in order to establish and expand domains such as psychology and industrial psychology. His specialist knowledge of psychometrics enabled him to do outstanding research, especially (but not exclusively) in areas such as mental ability, personality, perception and evoked potentials of the brain. As a prominent member of the fields of Page 5

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

psychology and industrial psychology, Johann Schepers has occupied the elite role of gatekeeper (presiding over the destiny of a discipline and judging which changes in the domain should be sanctioned are the functions of a gatekeeper). In 1974, he became a member of the first Professional Board for Psychology of the South African Medical and Dental Council and five years later he joined the second Professional Board. He was a member of the Psychometrics Committee of the Professional Board for Psychology from 1996 to 2001 and also in 2003. For three years, he served on the disciplineoriented Executive Committee for Psychology and Communication Science at the Human Sciences Research Council (HSRC) and from 1984 to 1992 he was Scientific Advisor to the Institute for Psychological and Edumetric Research of the HSRC. From 1985 to 1992, he also served on the Department of Manpowers Research and Development Committee. Johann Schepers has received wide-spread recognition from other gatekeepers of the field of psychology/ industrial psychology. His awards include: Colours from the Rand Afrikaans University for outstanding academic achievement (1992); An award from the Department of Human Resources Management for academic excellence (1992); The Presidents Award from the Psychological Association of South Africa for his contribution to psychology (1993); The Stals Prize for Psychology from the South African Academy for Science and Arts (1994); Extraordinary fellowship of the Society for Industrial and Organisational Psychology of South Africa. A vital field always requires approved students (Gardner et al., 2001). Under the guidance of Johann Schepers, 67 masters and 18 doctoral students completed their studies in either Psychology or Industrial Psychology. The acknowledgement that Susan OHara included in her doctoral dissertation for her supervisor, Johann Schepers, is representative of the high esteem in which he is held by his students:

It is impossible to put into words the gratitude I feel toward Prof Johann M. Schepers for his generous help and support in promoting this thesis. He agreed to guide my research, knowing little about me, and was readily accessible and unfailingly kind and patient. He consistently gave thoughtful and thorough help during the three and one-half years he was involved in this project. As an American in a university where I did not understand the language, he did much to smooth my way, even translating documents which I could not read. I shall attempt to repay the debt I feel by performing with dignity, compassion and humility the profession of psychologist as he does (1985: iii).
The aforementioned bears testimony to his influence on the domains of psychology and industrial psychology. A person who strongly influences others may be regarded as a master in his field (Bloom, 2002). As expert leader, eminent scholar, gatekeeper, study leader and mentor, Johann Schepers may therefore be considered as such. His legacy as a scientist/researcher is most clearly visible in the volume of tests, questionnaires, texts on test construction and factor analysis, and many articles in scientific journals for which he was responsible. while impressive, his students will remember him as a teacher. His legacy as a teacher is most clearly visible in the number of prominent researchers who studied under his supervision and who now, in turn, supervise the work of the next generation of researchers. His legacy is captured in stories that describe the Schepers way of doing it. Moreover, they will remember him for inspiring them to study statistics, for his refusal to compromise on the correct use of language be it English or Afrikaans and for the fact that he was never the entertainer, yet always captivating and awe-inspiring. what we will remember Johann Schepers for is his example of how to engage with science, students and people in general. His legacy needs to be protected and nurtured.

Prof Johann schepers Page 6

new on the shelves from our academic team

the reMUneratIon hanDBooK for afrICa How we remunerate employees has to reflect the dynamics of the market and context in which we operate. It needs to align at all times with the strategic direction and specific value drivers of the business. Remuneration plays a critical role in attracting, motivating and retaining high-performing individuals. Remuneration also reinforces, encourages and promotes superior performance. At last, there is a user-friendly guide to remuneration, reward and performance. we would like to introduce you to The Remuneration Handbook for Africa, written by Prof Mark Bussin. It is a practical and informative handbook for managing reward and recognition in Africa. Mark Bussin has, over many years, contributed to the development of a host of human resource managers in the remuneration field in Africa, through his corporate and consulting experience, wise counsel, writings and hundreds of lectures, Tv and radio interviews. He has developed a generation of remuneration experts, helped define the field of practice and made a significant contribution to the national level of excellence in the field. Some of the topics covered in the handbook are: remuneration policy and strategy, job roles and competence, job evaluation, broad-banding, individual performance, competence and skillsbased pay, pay structures, retention and engagement, reward and recognition, payroll, total package and a whole lot more. The Remuneration Handbook for Africa is available from Knowledge Resources in Rosebank and at most Exclusive Books stores.

Prof Bussin

hUMan CaPItal trenDs BUIlDIng a sUstaInaBle organIsatIon Theo veldsman and Marius Meyer contributed two chapters and one chapter respectively to this definitive text on talent management trends. Italia Boninelli and Terry Meyer are the editors of this book that is published by Knowledge Resources. Close to 20 thought leaders contributed to this text. Theos two chapters deal with crafting and implementing strategic talent management in pursuit of sustainable talent excellence; and strategic talent partnering between higher education institutions and organisations. Marius chapter addresses the three kings of the King III code: governance, risk and compliance, with their implications for human capital management.

theo Veldsman

Marius Meyer Page 7

UJ Meets toP learners

On Friday, 12 May 2011, UJ once again had their Time to Talk to UJ Marketing Day. On this day, UJ had the privilege of meeting the top Grade 12 learners from top schools in Gauteng. These learners, averaging 70% to 80% in Grade 12, and their parents were hosted on the APK Campus. After an address in the Sanlam Auditorium by the UJ Management Executive Committee members and executive deans, they had the opportunity to meet with the different faculties and departments. These learners proved to be very focused and committed to university studies in 2012. Overall, this was a successful afternoon. The proof thereof will be in the quality of our 2012 applications. we are convinced that this event helped us market our Department and that we will reap the cream of the crop of students for our simply the Best Department.

aspiring to leadership excellence in a constantly changing and more demanding world? Introducing our new groundbreaking masters in leadership in emerging Countries as from 2012
Are you a leader aspiring to excellence? You know that leadership excellence is the centrepiece of the success of your team, organisation, sector, community and country. But, everywhere you look leadership is under increasing pressure even your own leadership: The world is changing radically. Success criteria are continually being redefined. Organisations have to reinvent themselves on an ongoing basis by doing things in a different way. The people to be led have different/ shifting needs, expectations and values. The credibility and legitimacy of leadership itself is intensely questioned. How do you equip yourself to become an effective leader under these demanding conditions? In order to meet your pressing need to excel in leadership as a practising leader, the Department of Industrial Psychology and People Management at the University of Johannesburg has crafted a unique, sector-specific, two-year masters degree focusing on Leadership in Emerging Countries. Yes, this degree is exclusively about leadership excellence in a constantly changing world from an emerging economies perspective. In the first year, you will gain insight into the following (all of the modules are compulsory): the leadership challenges in emerging markets; the multiple dimensions of personal, interpersonal and professional leadership mastery; strategic management in emerging economies; and research design/ methodology (including the preparation of a research proposal for your mini-dissertation). In the second year, you will be exposed to leadership challenges, trends and approaches in a specific leadership action arena (a choice of one arena preferably the arena in which you are now active as a leader): public sector leadership; political leadership; ecological and environmental leadership; constitutional leadership; creative industries leadership; educational leadership; engineering and maintenance leadership; or health leadership. During this year, you also need to produce a mini-dissertation (80120 pages) on a leadership topic from your specific leadership action arena. The modules are offered through twoto-three-day study schools, spaced over four- to six-week periods, with a big emphasis on self-assessment in order to engender self-insight, selfawareness and action learning, with the participation of leading practising leaders and guest lecturers. The qualification is offered on our Soweto Campus, which has recently been modernised to the amount of R450 million making it an ultra-modern facility, as can be seen from the included photo. The entry requirements are an honours degree (or four-year degree) from an accredited university. Applications close on 30 September 2011. Contact Elmarie Stapelberg on +27 11 559 2557 (office hours, South African time) or at elmariest@uj.ac.za for application forms.

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eXeMPlarY ContrIBUtIon BY Prof Deon De BrUIn anD two of oUr Masters stUDents
Prof Deon de Bruin has co-authored an article that was published recently in the Academy of Management: Learning and Education a truly high-impact journal. Included in the authorship are two masters students from the Department of IPPM whom Deon supervised (Danielle Cunningham and Nicole L. Hall). The editorial comment by Prof Jonathan P. Doh, from the Villanova University, was as follows:
In this context Aguinis, De Bruin, Cunningham, Hall, Culpepper and Gottfredson explore career-wide research productivity of past editors of management journals. Bringing a novel and creative approach to their investigation, they offer competing hypotheses, based on learning and job burnout theories as well as autobiographical case studies. They confirm that research cycles waves fluctuate in a statistically significant patter, reflecting the demands and toll journal editorship takes on editors own research productivity. One of the most important and somewhat disheartening findings is that, on average, it takes nearly a decade for editors research productivity to reach the pre-editorship level. Aguinis et al. do report that some editors actually buck this trend and are able to increase their research output post-editorship (2010: 9(4)).

the abstract from the authors is as follows:

we tested competing hypotheses, based on learning and job burnout theories as well as autobiographical case studies, regarding the career-wide research productivity of 58 past editors of six journals over a 50-year period (i.e., approximately mid-1950s to mid-2000s). Our study included editors of Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, Journal of Management, and Personnel Psychology. Results indicate important fluctuations in the research productivity of editors such that, on average, their research output peaks during their editorship period, and it decreases sharply immediately after the editorship term. Although there is a productivity recovery period, it subsequently takes at least a full decade for the editors research productivity to reach their pre-editorship level. we discuss implications for aspiring editors as well as the field (Aguinis et al., 2010: 9(4): 682).

Left: Prof De Bruin

UnIVersItY oPen DaY

The Open Day of the University of Johannesburg took place on 14 May 2011 on the respective campuses. The Department participated in the event on the Soweto, Auckland Park Bunting Road and Auckland Park Kingsway Campuses. The day was a huge success. This is a golden opportunity offered to potential first-year students and parents to meet academics and administrative staff members and a last chance to obtain relevant and personal guidance regarding study opportunities for those serious about their future careers. In terms of the numbers of people visiting on the Open Day (approximately 22 000 people) and, in particular, those who visited the Departmental exhibitions on all the campuses, it is clear that the need for Open Day is still alive and well.

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Postgraduate students: our pride!

We have reason to be proud of the 36 masters and three doctoral degrees that were conferred on our postgraduates at our March and May 2011 graduation ceremonies. This is but a partial reflection of the significant research output contribution that our Department is making in keeping our body of knowledge at the forefront. Since postgraduate research is seen as a critical activity of the Department, herewith is a short overview of the research by our doctoral students who graduated during the first part of 2011. DU TOIT, DANIL HErCULES (DCOM)
Danie du Toit holds an MCom (Northwest University). He has 20 years experience in organisations, holding various positions in human resources management and development, with his last positions having been at the general human resource management level. He has been an independent consulting industrial psychologist for the past eight years: consulting in areas such as leadership development, personal growth, career development, creativity and organisational/team optimisation. He is co-author of a number of articles in peer-reviewed magazines. He has made numerous presentations at national and international conferences. Currently, he is a senior lecturer at North-west University. The aim of Danies study was to investigate the link between a leaders level of psycho-social maturity, as understood in terms of the Jungian concept of individuation, and effective leadership. The application of this concept to leadership has never been undertaken before. The main postulate of the study was that a leader who has progressed to higher levels of individuation will excel as a leader. The study had two interdependent objectives: first, to build a model of leadership psycho-social maturity based on the concept of individuation; and, second, to test and validate this model empirically in terms of its ability to predict leadership (in)effectiveness. The major contributions of the study can be found in the development of a leadership psycho-social maturity model with accompanying instruments to measure leadership psycho-social maturity as well as derailment, as well as the empirical validation of this model. The major value of the study lies in the insight it provides into current/future leadership challenges, issues and problems in organisations. Additionally, womens individuation and the incorporation of the feminine principle in organisations need serious attention. The examiners called the study impressive, courageous, thorough, topical and important. supervisor: Prof theo h. Veldsman Co-supervisor: Dr Deon van Zyl (Impact Consulting) to validate this model empirically. A pressing need existed for a holistic, systemic understanding of these attributes and their relationship with transformational leadership behaviour and effectiveness. The empirical findings showed that for leader self-ratings, the psychodynamic attributes of self-efficacy, life history psychopathy and values were positively related to transformational leadership behaviour. Three factorially determined psychodynamic attributes were extracted: namely, life history, personal development and influencing orientation, which were also significantly related to and predicted leadership behaviour and effectiveness. The major contribution of this exploratory study is that for the first time, a multi-dimensional, psychodynamic attributes model of

MArITz, DANIEL rETIEF (DCOM)

Danie Maritz holds a masters degree (University of Stellenbosch). He has been involved in the fields of leadership and organisational development within organisations over the past 22 years, both locally and internationally. He was instrumental in establishing the Centre for Leadership Studies at Stellenbosch Business School in 1995 to promote research and development into transformational leadership. The primary objectives of Danies study were, first, to develop a conceptual model of the relationships within and between the psychodynamic attributes of transformational leadership, transformational leadership behaviour and leader outcomes; and, second,

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transformational leadership was confirmed, which is able to predict transformational leadership behaviour and leader effectiveness from leader self-ratings. The validated model can play an important role in more effective identification and development of transformational leaders. supervisor: Prof theo h. Veldsman

DE JAgEr, CHEryLENE (DPHIL)

Cherylene de Jager (ne Knop) matriculated in 1981 at Horskool Fakkel in Johannesburg. Cherylene obtained a BAEd (UP) (cum laude), BAHons Human Resources Development (RAU) (cum laude) and an MPhil in Leadership in Performance and Change (RAU). Her entrepreneurial flair became apparent at the Centre for Career Development at the Technikon witwatersrand. Her consulting skills were refined at the Human Resources Development Extra-Curricular Department at the Human Resource Management Department at RAU. She has been a change management consultant in the financial services arena for the past 15 years. She is the Chief Imagination Officer of her own creativity and innovation consulting firm, Chehan Ideaneers. Globalisation initiates rapid change and innovation is no longer an option, but a business imperative. The

development of creative and innovative thinking skills is crucial to the survival of organisations. A financial services organisation characterised by a regulated and conformist environment commissioned the candidate to present a workshop to develop the creative and innovative thinking skills of their employees. This study uses utility-focused evaluation to determine whether or not individuals in a financial services organisation can develop creative and innovative thinking skills by means of a workshop and whether a benefit for the business unit and organisation can be identified. This study unequivocally proved that individuals can acquire these thinking and problem-solving skills by means of a workshop. These skills, however, are not sufficient on their own and are dependent on a spectrum of determinants to support creativity and innovation. The Triple I Creativity and Innovation Model indicates how a workshop consisting of a collage of creativity and innovation techniques and methodologies, in tandem with distinctive training design features, can have an impact on the individual, the business unit and the organisation in order to initiate, ideaneer and ignite creativity and innovation. The workshop features and model make a significant contribution to the field of knowledge. supervisor: Prof anton Muller Co-supervisor: Prof gert roodt

Masters graDUates wIth the tItles of theIr theses

naMe of stUDent
Aimer, Jennifer Lynn Akhalwaya, Ayisha

sUPerVIsor
Dr N. Taylor Dr w. Havenga

Degree CoMPleteD
Magister Philosophiae (MPhil) (Industrial Psychology) Magister Technologiae (Human Resource Management)

tItle of thesIs
Construct validity of the firo business instrument in the South African context Identifying barriers to financial access and causes that effect the development of South African women entrepreneurs

Banks, Diane Maud

Prof G. Roodt

Magister Philosophiae (MPhil) The efficiency and quality dilemma: what (Leadership in Performance and drives call centre managers performance Change) Cum laude indicators? Magister Philosophiae (MPhil) Defining talent management: A review of (Leadership in Performance and South African literature Change) Magister Philosophiae (MPhil) The relationship between barriers to change (Leadership in Performance and and work engagement of employees in a South Change) African property management company Magister Commercii (MCom) (Industrial Psychology) The effect of spatial positioning of items on the reliability of a consumer affect questionnaire

Bashabe, Maureen

Dr A. Bosch venter

Bell, Elsab

Dr N. Barkhuizen (UP)

Beukes, Azaria

Prof J. M. Schepers Prof F. Crous

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naMe of stUDent
Bleeker, Maria Elizabeth Blumberg, Jade Bianca

sUPerVIsor
Dr L. Fourie Prof C.L. van Tonder

Degree CoMPleteD
Magister Commercii (MCom) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology)

tItle of thesIs
Contextual and relational ethics challenges within industrial psychology internships Exploring the relationship between organisational change, affective response and self-esteem Coaching with personal and professional leadership, neuro-linguistic programming and experiential learning: a phenomenological evaluation Foundational assumptions in selecting human capital metrics Organisation identity and its relationship with employee anxiety during change Job characteristics and work engagement: The moderating effect of sense of coherence The relationship between organisational sense of identity and change resilience Key success factors for performance management in a government department A human capital predictive model for agent performance in contact centres The role of sense of coherence in the relationship between job characteristics and burnout Identifying enabling management practices for employee engagement The definition of career success according to black middle managers in the knowledge environment A cross-cultural study of the psychometric properties of the abstract reasoning test Organisation-professional conflict of industrial psychologists in South African organisations Towards conceptualisation of change resilience as construct: work engagement and fatigue as outcome variables The moderating role of conscientiousness in the relationship between work engagement and job characteristics High performance team coaching: a positive deviant exploration The reporting of adherence to ethics in research in the South African Journal of Industrial Psychology: 2000-2009 Salient organisational change and required franchisor support within franchisee life cycle stages validating the positivity projective technique

Botha, Susanna Johanna

Dr D. verrier Mr A. wort

Magister Philosophiae (MPhil) (Personal and Professional Leadership) Magister Commercii (MCom) Human Resource Management Cum laude Magister Commercii (MCom) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology) Magister Philosophiae (MPhil) (Industrial Psychology) Magister Commercii (MCom) (Leadership Performance and Change)

Chrysler-Fox, Pharny Duncan

Prof G. Roodt Co-supervisor: Prof w.J. Schurink

Day, Carra Dzepina, Marina Ebrahim, yasmeen gumbi, Lerato Priscilla

Prof C.L. van Tonder Dr C. Henn Dr M. Geldenhuys Prof C.L. van Tonder Prof P.D. Gerber

Jacobs, Christian Theunis gertze

Prof G. Roodt

Magister Commercii (MCom) (Leadership Performance and Change)

Johnston, Claire Suzanne

Prof G.P. de Bruin Dr M. Geldenhuys

Magister Philosophiae (MPhil) (Industrial Psychology) Magister Philosophiae (MPhil) Human Resource Management Magister Philosophiae (MPhil) (Industrial Psychology)

Joubert, Marius

Prof G. Roodt

Khoza, Nkosinathi

Prof J.S. Uys

Lichter, Loren Lourens, Collette Mahomed, Nadira

Dr C. Henn Prof J.M. Schepers Prof L.J. van vuuren Prof R. Eiselen Prof C.L. van Tonder Mr J. Becker

Magister Commercii (MCom) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology) Magister Philosophiae (MPhil) (Industrial Psychology) Magister Philosophiae (MPhil) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology) Magister Philosophiae (MPhil) (Industrial Psychology) Magister Commercii (MCom) (Leadership Performance and Change)

Malherbe, Abrie

Prof L.J. van vuuren Prof F. Eiselen

Maritz, gerrit Morne McConnachie, Kirsty Lyn

Prof F. Crous Prof F. Eiselen Prof L.J. van vuuren

McMullan, Lucia

Prof C.L. van Tonder

Meiring, Elsmie

Prof F. Crous

Magister Artium (MA) (Industrial Psychology)

Miller, Terri Minnaar, Lizette

Prof L.J. van vuuren Ms X Goosen Prof L.J. van vuuren Ms A. Odendaal

Magister Commercii (MCom) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology)

Industrial Psychologists as consultants: clients ethics expectations Ethical decision-making frameworks of consulting industrial psychologists

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naMe of stUDent
Muofhe, Nnditsheni John Nakani, Lusanda Thomas, Natasha Francesca Van Der Wal, Camilla Van Loggerenberg, rhonel

sUPerVIsor
Dr w.F. du Toit (Transnet) Dr C. Hill Prof G.P. de Bruin Dr C. Henn Prof L.J. van vuuren Dr L. Fourie Prof w.J. Schurink

Degree CoMPleteD
Magister Commercii (MCom) Human Resource Management Magister Commercii (MCom) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology) Magister Philosophiae (MPhil)

tItle of thesIs
Entrepreneurial education and entrepreneurial role models influence The factor analytic equivalence of paper-based and computerised personality scales Job characteristics and burnout: The moderating effect on neuroticism Transparency as a dimension of ethics in performance appraisal Stress-related growth and self-efficacy in the transition to motherhood Early-career expectations and retention factors of Generation Y engineers A factor analytic comparison of dichotomous and polytomous response categories in personality inventories Transitioning between qualitatively different change types: probing the critical moment in dramatic corporate failures

Dr M.A. Harrop-Allin (Personal and Professional Leadership) Vieira, Julie-Ann Dr L. Fourie Magister Artium (MA) (Industrial Psychology) Vorster, Paul Petrus Dr C. Hill Prof G.P. de Bruin Wood, Vaughn Willoughby Prof C.L. van Tonder Magister Philosophiae (MPhil) (Industrial Psychology) Magister Commercii (MCom) (Industrial Psychology)

CorPorate goVernanCe transgressIons at the fIVe strategIC soUth afrICan state-owneD enterPrIses (soes)
Prof adle thomas In May, Prof Adle Thomas presented a paper titled Corporate Governance at South African State-Owned Enterprises: Analysis of Print Media and Annual Reports at the 10th International Conference on Corporate Social Responsibility held at Tulane University in New Orleans. A journal article emanating from the conference paper has been peer reviewed and, with one minor embellishment, has been recommended for publication in The Social Responsibility Journal, an international IBSS-rated journal. The overall objective of the study was to track, over a two-year period, the reported incidences of corporate governance transgressions (nature and extent) at the five strategic South African state-owned enterprises (SOEs). The annual reports of the five SOEs were reviewed, along with some 15 000 newspaper articles appearing over a two-year period, in which each SOE was mentioned. Transgressions of corporate governance were plotted for each SOE against the OECD (2005) framework of best corporate governance practices for SOEs. The findings indicated that while there are reports of political intervention in the operational running of each SOE, government appears not to have fulfilled its overseeing role of ensuring, through the boards of directors, the sound governance of SOEs according to best practices documented by the OECD (2005). while compliance with external governance demands appears to be practised at each SOE, compliance with sound governance that requires an internal frame of reference appears to be lacking. In an endeavour to promote accountability, the present study alerts government to major areas of corporate governance at SOEs that should command attention, including the selection of directors to serve on boards who will ensure the establishment of an ethical culture at the top. In addition, the study alerts government to focus on its overseeing role in ensuring accountability of boards of directors for the sound operations of SOEs and to guard against involving itself in operational issues. The present study also aims to elevate the debate of corporate governance from public rhetoric to a deeper understanding of the nature of the major problems that warrant attention. The study contributes to the scarce academic literature relating to public sector corporate governance in Africa in general and in the South African SOE sector in particular.

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exciting findings from our rewards recognition and Performance Management research Programme
leader: Prof Mark Bussin we are proud to share with our readers that we have more students registered for our Rewards, Recognition and Performance Management Research Programme than ever before. This group appears to be lively and eager to learn more about the field. Therefore, we are very excited about this year and hope to have yet another year with a 100% pass rate for students from this research programme. Some of the exciting research findings are reported below: The research was conducted in two phases: a qualitative study followed by a quantitative study. The main findings and contribution of the study was that black African senior managers do not trust organisations with their career development. They would rather take control of their own career development by moving from organisation to organisation to build their repertoire of skills and competence. They want to be in charge of their careers. The research thus shows that black African senior managers generally seek corporate environments that encourage a sense of belonging and with a clear career growth plan.

Celita Begbie Managers Experiences and Perceptions of the Implementation of an Incentive Scheme in a Food Manufacturing Organisation
This study sought to explore the experiences, views and perceptions of managers about the incentive scheme that was implemented by a South African food manufacturing company. A modernistic qualitative research approach and, more specifically, a case study design were applied. It was found that the research participants were unaware of what performance objectives they needed to achieve. Some believed that some objectives were demeaning and insulting, as were the monetary rewards they received. The achievement of their objectives was outside their control and influence. No link existed between their performance and what they earned. Participants, however, felt excited and motivated to perform when their superior presented the overall departmental performance objectives to them and requested them to set their own objectives, based on the departmental objectives. The findings suggest that it is the implementation manner rather than simply the presence of an incentive scheme that will either motivate or demotivate employees to perform.

Jabulane Hlalethoa reward Strategy as a Staff retention Tool at a Financial Services Organisation
The aim of this study was to research the overall awareness and effectiveness of a financial services organisations reward strategy as a staff retention tool by exploring employees experiences, views and feelings. The research was conducted using a qualitative research method, based on semi-structured interviews, academic literature and exploring past, present and future issues pertaining to the main constructs of rewards and retention. The main findings of the study were that most employees of the organisation are aware of the organisations reward strategy. Therefore, their motivation to remain with, join or leave the organisation is not driven by the traditional retention factors, such as retention bonuses and share option schemes.

zandile gumede The Perception of Fixed-Term Contracts (FTCs) of Senior Managers in the Public Sector
This study focused on perceptions with regard to FTCs in the public sector and, more specifically, local government. More particularly, the focus was on bonuses and merit increases as part of the incentive plan. In accordance with a modernist qualitative approach, a case study design was adopted, in which qualitative interviews, solicited documents and participant observations were used. The findings revealed that FTCs had been instrumental in the attraction and motivation of FTC employees to achieve their business targets. The research showed that FTCs encouraged positive behaviour towards achieving business targets. Since financial incentives in the public sector play a major role in upgrading organisational performance and service delivery, it was recommended that the concept of FTCs should be upheld and encouraged.

Khanyile Nzukuma Job-Hopping Among Black African Senior Management in South Africa
Khanyis study focused on understanding labour turnover trends of black African senior managers in South Africa. The study focused on understanding why black African senior managers have a propensity to change jobs and how organisations can resolve the trend. The research aimed to develop a better understanding of the push and pull factors for black African senior managers in organisations.

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sYMPosIUM on PosItIVe soCIal sCIenCes

Karolina aba The newly formed wellness Research Focus Group from the Department of Industrial Psychology and People Management recently attended the Positive Social Sciences Symposium hosted at North-west University (NwU) (vaal Triangle Campus). The goal of the symposium was to build knowledge through the understanding of optimal human experience and functioning by conducting research about positive and emotionally fulfilling aspects of human behaviour (van Eeden, 2010: Director of School of Behavioural Science, NwU). Many informative and interesting presentations were delivered. One presentation was by one of our very own, Prof Freddie Crous: a keynote speaker who delivered a presentation on Positivity in the flesh: a Case for an embodied approach to appreciative Inquiry. Just some of the 11 keynote speakers included: Prof Michael Steger (from Colorado State University in the USA), with his address on Making Meaning work; Prof Luis Miguel Neto and Prof Helena Agueda Marujo (from Lisbon University in Portugal) on Positive nations and Communities: Identifying, Understanding and Promoting Collective hope Processes; as well as Prof Ruut veenhoven (from Erasmus University, the Netherlands) on greater happiness for a greater number: how Can that Be achieved? A surprise awaited all the delegates, when three guest speakers (nominated for the 2011 Optentia Award for showing virtuous behaviour) shared their life stories, their hardships and struggles, how they overcame them and how they have contributed to society at large. This left us with a sense of admiration and questioning ourselves as to what we could do (albeit small) to contribute to society. This South African Symposium on Positive Social Sciences helped us gain insight into our current research focus areas, which aim to investigate all aspects of well-being that are relevant to the workplace, as it is hoped that the research findings will enable employees and employers alike to improve wellbeing within the workplace. The main emphasis of our focus areas are within the following streams that contribute to positive psychology within the work environment: Research Stream 1: An embodied perspective of positivity Research Stream 2: work/life balance and work/home interference Research stream 3: Happiness and well-being at work

from left to right: Ms Karolina aba (UJ academic and current PhD student), Prof freddie Crous (UJ academic), Prof Michael steger (Colorado state University), Dr Madelyn geldenhuys (UJ academic)

from left to right: Ms Ita geyser (current UJ masters student), Ms Karolina aba (UJ academic and current PhD student), Prof freddie Crous (UJ academic), Dr Madelyn geldenhuys (UJ academic)

A few vital 2010 statistics regarding our department

80 academics taught in our Department during 2010 (full-time: 28; visiting professors: 4; guest lecturers: 46), supported by 13 administrators we offered 121 modules, of which 100 are lectured across four campuses within three curricular programmes and one extra-curricular programme: servicing 10 500 curricular and 564 extra-curricular students 2010 graduates: curricular: 168 undergraduates; honours: 135; masters 49; doctorates: 8; extracurricular: 207 Research output: subsidised publications: Books and chapters in books: 4 Articles in accredited journals: 11 Accredited conference proceedings: 12 non-subsidised publications: Books and chapters in books: 4 Articles in journals: 4 Papers presented (self and/or postgraduate student) National: 47 International: 17 Conferences/seminars organised: National: 3 International: 2 Conferences attended (not presenting papers): National: 8

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teaM MeMBers on the MoVe!

Commissioner in new appointments the Presidency PrOF WILFrED UKPErE last four universities being in Nigeria).
It is nearly for two years now that Mark has served as a Commissioner in the Presidency on the Commission for Remuneration of Public OfficeBearers. The next three years bring challenges such as tools of trade, conditions of employment and remuneration levels for the President, Deputy President, ministers, judges, magistrates, Parliament and traditional leaders. Prof wilfred Isioma Ukpere obtained a BCom and MCom from Punjabi University in Patiala, India. He obtained a further MCom (Business Administration) from Jiwaji University in Gwalior, India and subsequently obtained his PhD (Human Resources Management) from the Cape Peninsula University of Technology, Cape Town, where he lectured and served as Head of Department: Entrepreneurship and Business Management. He has authored three books and several articles in ISI- and IBSS-accredited journals. He has been a visiting academic to international universities, such as Punjabi University in Patiala, India, Spirut Haret University, Romania, the University of Colugn, Germany, the University of Port Harcourt, the University of Benin, the University of Lagos and Delta State University (the

He is an editorial advisory board member of the International Journal of social economics (Emerald Insight), an editor for the african Journal of Business Management, chief editor for the Journal of Management and technology and a scientific reviewer for several academic journals and international conferences.

PrOF ADLE THOMAS

Adle commenced her career as a social worker, which culminated in leading the Johannesburg Child welfare Society, which was, at that time, the largest non-profit organisation in South Africa, with over 300 professional staff. She completed her MBA after her doctorate and spent a year abroad at Boston University as a postgraduate fellow, where she was also associated with the Institute for the Study of Economic Culture, led by the world-renowned sociologist, Prof Peter Berger. In addition to working in the non-profit sector, Adle has also worked in business: occupying senior positions at Grey worldwide (advertising) and Alexander Forbes (insurance). She entered academia

Promotions
PrOF WErNEr HAVENgA
Facing the new challenges and responsibilities that come with the promotion to senior academic positions, we would like to congratulate werner Havenga on his promotion to Associate Professor.

in 1996 eventually becoming the Director of the wits Business School. Adle joined UJ in 2006, in our Department, but was requested to assist in the Department of Business Management in 2007. Adle rejoined her academic home, IPPM, in April this year. Adle has published almost 30 peerreviewed academic articles, locally and internationally, has presented some 27 conference papers (mainly internationally) and has supervised in excess of 80 postgraduate students. She has presented programmes at the University of Austin in Texas, Boston University and Intercollege in Cyprus. She trained at Harvard to be a case writer and case teacher. Adles philosophy is to do the best she can to contribute to leaving more cookies in the cookie jar at the end of the day. In this regard, she endeavours to make her research relevant and to contribute to ensuring that universities graduate future-fit leaders who can really influence society for the better. Her areas of teaching and research span diversity management, organisational culture, business ethics, corporate governance, sustainable development and corporate social responsibility. welcome back, Adle!

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new appointment
LUSANDA NAKANI
Lusanda Nakani completed her BComHons in Industrial Psychology from the University of Johannesburg in 2005. Her first job was in 2006 at Nestl (South Africa), where she was a graduate trainee in the Human Resource Graduate Development Programme for two years. In 2008, she was appointed as the Graduate Development Specialist, where she used her previously gained knowledge and experience to recruit, select and develop young talent within the system for future specialist and management roles. Her proudest moments include putting the Nestl Graduate Development Programme on the map, by increasing its visibility through various innovative marketing initiatives to students across the country, and being voted by students nationally on the 2009 South African Graduate Recruiters Association Student Survey as one of the top 10 company recruiters who had made the most positive impact on students. Lusanda left her role in January 2010 to pursue her masters degree full time. She graduated in May 2011. She joined the Department of Industrial Psychology and People Management as a lecturer in January 2011.

resignations
MArIUS MEyEr
Marius, a senior lecturer in the Department, has resigned to take up the position of CEO of the South African Board for People Practices. This is indeed a great honour for Marius and our Department. we would like to extend our very best wishes during these times of exciting people challenges. we believe he will make a real contribution in the profession and address these challenges successfully.

PIETEr KOOrTzEN
Pieter has resigned as professor from our Department in order to pursue his consulting practice full time, but will still be part of the Department as a visiting professor as from 1 July 2011. He will play an advisory role across programmes in our Department.

International Conferences
The following staff members attended international conferences during the first semester of 2011: Gert Roodt Pan-Pacific Conference, Singapore, May 2011 Roslyn de Braine Pan-Pacific Conference, Singapore, May 2011 Pharny Chrysler-Fox Pan-Pacific Conference, Singapore, May 2011 wilfred Ukpere EIC 2011, Romania, May 2011 Adle Thomas 10th International Conference on Corporate Social Responsibility, New Orleans, May 2011 Cookie Govender 2nd Annual HR Conference, Ghana, June 2011 Albert wort 9th International Conference on New Directions in Humanities, Granada, June 2011 Leon van vuuren Global Ethics Forum International Conference, Geneva, Switzerland, June 2011 Linda Fourie Global Ethics Forum International Conference, Geneva, Switzerland, June 2011 Freddie Crous 12th European Congress of Psychology, Istanbul, Turkey, June 2011 Byron Adams 12th European Congress of Psychology, Istanbul, Turkey, June 2011 Cookie Govender ICE Samos 2011 7th International Conference on Education, Greece, July 2011 Freddie Crous 2nd world Congress on Positive Psychology, Philadelphia, July 2011 wilfred Ukpere 2011 IAREP/SABE/ ICABEEP Conference, Paris, July 2011

sabbatical leave
Prof Deon de Bruin will be on sabbatical leave during the second semester of 2011. we wish him, Karina and their children all of the best for their six-month stay in Switzerland.

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Personal snippets
Prof gert roodt was elected as a member of Senex (the management committee of Senate) as the representative of Senate on Senex. It is a great honour for Gert and our Department. we wish him well with this additional responsibility. Since the motto of our Department is to lead by example, we are particularly proud of the academic achievements of our staff members who do just that. Lusanda Nakani graduated in May 2011 with an MCom (Industrial Psychology) and Pharny Chrysler-Fox with an MCom (Human Resource Management) cum laude! Byron Adams two-year study leave to complete his PhD at the University of Tilburg, the Netherlands was approved. we wish him the very best with his studies. Out of the top five papers that were presented at the national Faculty of Management Conference during May 2011, two papers were from our Department. Congratulations to Anita Bosch and to ronel Nienaber, Mark Bussin and Carolina Henn for their papers being selected as part of the top five. You have made us proud!

Aletta Odendaal organised a very successful first International Congress of Coaching Psychology Southern Hemisphere during 26 and 27 May 2011. A number of papers were delivered by staff members. Congratulations to Leon van Vuuren, Freddie Crous, Linda Fourie, Pieter Koortzen and Aletta Odendaal. The conference was a huge success. Our congratulations to Aletta for all the work that has gone into organising a conference with such high standards. widespread congratulations were received!

The wedding bells tolled for a number of staff members: Carin Marais to Rob Hill on 16 December 2010; Harriet Khoza to Clive Maluka in December 2010; and Anita Bosch to Joubert van wyk on 24 April 2011. we wish them all the best in the future. Nti Mdhlovus baby boy was born on 18 April 2011. we congratulate the family, with the hope that the little one will bring them lots of love and happy moments.

we would like to convey our deepest sympathy to the following colleagues who have lost loved ones: Lorinda Landman, who lost her mother during January 2011. Elmarie Stapelberg, whose father-in-law passed away in January 2011. Tshego Ngoasheng (student assistant), whose mother passed away in April 2011. The family and friends of one of our students, Musa Kenneth Maswanganyi who passed away in April 2011. Jos Coetzee, whose brother-in-law passed away in May 2011.

We believe that our publication makes a unique contribution to our readers and would like to invite you to participate. Please write to us and let us know what you would like to see in our newsletter. Send all contributions for consideration to rochelle Niemand, Department of Industrial Psychology and People Management, PO Box 524, Auckland Park, 2006 or email her at: rniemand@uj.ac.za.

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