Conceptualising the professional identity of industrial or organisational psychologists within the South African context

Llewellyn E Van Zyl,Elzabe Nel,Marius W Stander,Sebastiaan Rothmann

doi:10.4102/sajip.v42i1.1379

Abstract

Orientation: Lack in congruence amongst industrial and organisational psychologists (IOPs) as to the conceptualisation of its profession poses a significant risk as to the relevance, longevity and professional identity of the profession within the South African context.Research purpose: This study aimed to explore the professional identity of IOPs within the South African context. Specifically, the aim of this study was four-fold: (1) to develop a contemporary definition for IOP, (2) to investigate IOP roles, (3) to determine how the profession should be labelled and (4) to differentiate IOP from human resource management (HRM) from IOPs’ perspectives within South Africa.Motivation for the study: IOPs do not enjoy the same benefits in stature or status as other professions such as medicine, finances and engineering in the world of work. IOPs need to justify its relevance within organisational contexts as a globally shared understanding of ‘what it is’, ‘what it does’ and ‘what makes it different from other professions’, which is non-existent. In order to enhance its perceived relevance, clarity as to IOPs professional identity is needed.Research design, approach and method: A post-positivistic qualitative content analytic and descriptive research design was employed in this study. Data from practising industrial and organisational psychology (IOP) within South Africa (N = 151) were gathered through an electronic web-based survey and were analysed through thematic content analysis.Main findings: The results indicate that IOP in South Africa seeks to optimise the potential of individuals, groups, organisations and the community by implementing scientific processes to support both individual and organisational wellness and sustainability. ‘Work Psychology’ was considered a more fitting professional designation or label than industrial and/or organisational psychology. The industrial psychologist’s major roles related to the well-being and development of employees. A clear distinction between a more dynamic, pro-active approach of IOP compared to a more transactional approach of HRM was also evident. IOP within South Africa appears to have a community development function.Practical/managerial implications: The longevity, relevance and impact of IOP as a profession requires alignment amongst practitioners as to shared common professional identity.Contribution/value-add: This study provides a contemporary understanding of the roles, functions, labels and unique value proposition of industrial and organisational psychology within the South African context.

Highlights

Industrial and organisational psychology (IOP)1 as a unique, stand-alone professional discipline, with a clearly articulated and collectively accepted value proposition (Coetzee & Van Zyl, 2014a), has been plagued with questions as to its relevance, professional visibility, distinction from other professions and the lack of shared professional identity in recent years (Aguinis, Bradley & Brodersen, 2014; Morelli, Illingworth & Handler, 2015; Van Zyl, Stander & Coetzee, 2013a)
Stemming from the broad scope of professional practice within the South African context, the lack of a professionally shared definition, professional designation, and functional roles of IOPs amongst registered practitioners could have resulted in a professional identity crisis (Campana, 2014; Coetzee & Van Zyl, 2014a; Van Zyl, 2013a)
This results in the development of new ‘definitions’ and professional designations and/or titles in an attempt to differentiate the professional practice of IOP from other professions such as clinical psychology, human resource management (HRM), and even amongst IOP practitioners

Summary

Introduction

Industrial and organisational psychology (IOP) as a unique, stand-alone professional discipline, with a clearly articulated and collectively accepted value proposition (Coetzee & Van Zyl, 2014a), has been plagued with questions as to its relevance, professional visibility, distinction from other professions and the lack of shared professional identity in recent years (Aguinis, Bradley & Brodersen, 2014; Morelli, Illingworth & Handler, 2015; Van Zyl, Stander & Coetzee, 2013a). Because a shared identity of IOP is lacking within South Africa, IOP practitioners find it difficult to articulate their value proposition to stakeholders (Strümpher, 2007) This results in the development of new ‘definitions’ and professional designations and/or titles (e.g. coaching psychologists, consulting psychologists, and behavioural psychotechnicians) in an attempt to differentiate the professional practice of IOP from other professions such as clinical psychology, human resource management (HRM), and even amongst IOP practitioners. The lack of clearly defined boundaries between the roles and functions of industrial psychologists and HRM practitioners, and the associative overlap thereof reinforces the self-perceived professional identity crisis (Benjamin & Louw-Potgieter, 2008; Van Zyl, Deacon & Rothmann, 2010)

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Discussion

Conclusion