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

Annual editorial overview 2015.

Orientation: Qualitative research is marked by phenomenal growth and development over the years.Research purpose: This article aims to offer insight into the emerging qualitative methodologies used in the fields of Psychology, Industrial and Organisational Psychology and Human Resource Management.Motivation for the study: The value of qualitative organisational research has been recognised since the 1970s. Regardless of its perceived value, national and international trends show a greater tendency for quantitative research.Research design, approach and method: This article investigates qualitative articles (n = 242) published over two decades in the South African Journal of Industrial Psychology (SAJIP), South African Journal of Psychology (SAJP), and the South African Journal of Human Resource Management (SAJHRM). More specifically, a content analysis was conducted to highlight the trends of paradigms, designs and analysis methods employed in the studies.Main findings: Although there seems to be a slight increase in qualitative publications over the years, qualitative studies show a lower volume than its counterparts. The SAJIP published the least qualitative articles when compared to the SAJP and SAJHRM. There is a pattern of preference for specific paradigms and methods in all the journals. Overall, all the journals carry a large number of articles that do not specifically state their paradigmatic alignment or the designs they used, while some articles omits the methodology used in the studies altogether.Practical/managerial implications: The results indicate a clear need for increased exposure to qualitative methodology, both by publishing more qualitative studies in local journals and by providing formal training opportunities. A publication does not solely rely on authorship, but also on a review process. Therefore certain adjustments in this process may lead to more and better qualitative publications in future.Contribution/value-add: This article provides a critical analysis of the current trends and developments in qualitative research conducted in Industrial and Organisational Psychology(IOP) research in South Africa. The study identifies dominant methodologies in use, and thereby identifies possible opportunities to expand the ‘methodological menu’ of IOP research.

OrientationThe coronavirus disease 2019 (COVID-19) pandemic has affected the world of work. An understanding is needed of this impact and the positioning of roles of professional psychologists in response to adjusting to the new normal.Research purposeThis study investigated the challenges faced by Industrial Organisational (IO) Psychologists in view of the COVID-19 pandemic. Furthermore, the study aimed at ascertaining the professional roles that emanate from such challenges.Motivation of the studyAs a result of the COVID-19 pandemic, calls exist within the literature for nuanced disciplinary studies that explore the impact of the pandemic. One such discipline is that of Industrial Psychology (IP), a discipline deemed important not only for the development of individuals but also for organisations.Research approach, design and methodA qualitative research approach utilising semi-structured interviews was conducted with 25 IO Psychologists. Thematic analysis was utilised to analyse the collected data using the suggestions by Braun and Clarke.Main findingsTwo main findings emerged from the study informed by the thematic analysis conducted. Firstly, the IO Psychologists expressed challenges of a direct nature affecting their practice and individual well-being. Secondly, the participating IO Psychologists suggested resultant professional roles that emerged from the impact of the COVID-19 pandemic. These included (1) prioritisation of personal physical and mental health, (2) more technological skills and acumen needed to adjust to the challenges posed by the pandemic, (3) promotion of continued professional learning and (4) the necessity for support networks amongst practitioners.Practical/managerial implicationsImplications are drawn for the practitioners and individuals working within the IO Psychology context. These extend at assisting the practitioners within the presented challenges.Contribution/value-addThrough the findings, suggestions to inform IO Psychology as a practice are made. Furthermore, roles in assisting IO Psychologists to adjust to the new normal are suggested. The study becomes one of the first within these disciplines to charter suggestions for this important practice.

This article discusses 4 divides that characterise the Canadian landscape of industrial and organisational psychology and proposes action-oriented solutions for bridging them. It is in part based on a panel discussion held at the 74th Annual Convention of the Canadian Psychological Association (Bonaccio, 2013). This article draws on theory on collaboration and knowledge transfer to discuss divisions in science and practice, language, geography, and psychology and business academic settings. Furthermore, the article draws on the analysis of 7 authors who happen to represent these various groups and who, in most cases, have already bridged these divides. The ultimate goal of this article is to generate a boundary-spanning conversation and to provide a roadmap that will unite industrial and organisational psychology enthusiasts.Keywords: industrial psychology, organisational psychology, IO psychology, knowledge transfer, trainingTo effectively collaborate requires people to shift their mind-set (or mental models) from one of control to one of learning. But collaboration is often psychologically threatening because of what the solutions should be in order to find solutions that take full advantage of the collaboration itself. And under conditions of threat, we cling to the very mind-set that makes effective collaboration less likely. In short, our thinking undermines the outcome we say we want.-Schwarz (2006, p. 283)Industrial and organisational psychology is a complex field of knowledge and practice. It is fuelled by the contributions from academics in psychology departments and business schools, consultants, and graduate students in specialized programs and internships. Research and practice is conducted in close partnerships with large and small public or private organisations. These organisations are forced to ever-increasing levels of efficiency and productivity while str ving for the well-being of their workforce. In Canada, tho ;e passionate about industrial and organisational psychology are spread out geographically. Of course, both French- and English-speaking industrial and organisational psychology enthu ;iasts benefit from a deep and rich history. Although the Canadian industrial and organisational community's diverse landscape is an asset for meeting the difficult challenges of organisations, teams, and individuals, we will argue that the consequences of current divides causes its full potential to not yet be rea i sed. Despite differences and divides, individuals and organisa ions enthusiastic about the field share a common goal: fostering the advancement of industrial and organisational psychology. As such, any lingering divides within the industrial tnd organisational psychology community is detrimental to tfe field itself. Divides stifle the advancement of knowledge, which, in turn, slows down scientific progress. Divides also limit the development of new practices focused on improving employee wellbeing and the productivity of organisations, teams, and team members.These issues were discussed in a panel session organized at the 74th Annual Convention of the Canadian Psychological Association (CPA; Bonaccio, 2013). The panel brought together members of the industrial and organisational psychology community to discuss several divisions that characterise our field. In organizing this panel, our hope was to have a frank discussion on these divisions, but more importantly, we wanted to generate solutions for bridging them. The panel members were recruited because they represented a cross-section of industrial and organisational psychology enthusiasts. Both science and practice were represented, as were business school and psychology scholars, Francophones and Anglophones, and junior faculty and full professors. Our panel also included members able to examine the issues with a focus on historical trends in the Canadian industrial and organisational psychology landscape. Further, they represented a variety of geographical locations: different provinces and different city sizes. …

This article critically evaluates the role of industrial–organizational psychology in post-apartheid South Africa, advocating for a transformative framework that addresses the socio-political and historical inequalities in the workplace. The article highlights how industrial–organizational psychology has traditionally focused on organizational efficiency, often aligned with capitalist interests, while overlooking the socio-historical forces shaping worker experiences, particularly related to race, gender, and class. By introducing the concept of worker subjectivity, the article calls for a reimagined industrial–organizational psychology that integrates critical perspectives from psychology and management studies to better understand how workers navigate their identities and agency within broader socio-political structures. The author emphasizes the need to address the emotional and psychological dimensions of worker experiences, especially in the South African context marked by the legacies of colonialism and apartheid. By focusing on worker subjectivity, industrial–organizational psychology can move beyond traditional quantitative methods and engage with the complexities of workplace inequality. This approach aligns industrial–organizational psychology with the broader mission of the Psychological Society of South Africa to promote socially just and inclusive practices. The article also calls for interdisciplinary collaboration and the reformation of industrial–organizational psychology education to better equip practitioners with the tools needed to address the realities of post-apartheid workplaces.

OrientationIndustrial and organisational psychology (IOP) researchers have shown their contribution to solving COVID-19 pandemic in the workplace through the enormous number of studies.Research purposeThis study intended to map IOP research related to the COVID-19 crisis to provide the research issues that have emerged and potential for future research.Motivation for the studyAll the IOP levels (worker, team and organisation) were impacted by COVID-19, and they continuously change. Researchers must be careful in directing their research and avoid focusing on certain levels or problems.Research approach/design and methodA bibliometric visualisation analysis method was adopted in this study.Main findingsThe bibliometric results showed that the prominent keywords in IOP research-related COVID-19 are ‘human(s)’, ‘COVID-19’, keywords related to subject characteristics and mental health. Six clusters on the map showed the prominent themes: mental health, health care workers as the research subject, specific workplace issues, digital technology, methodologies used, and country. Furthermore, in every cluster, the depth overview of study results is presented. The top issues were at the worker-level, while the organisational-level issues gained limited attention.Practical/managerial implicationsFor practitioners and managers, this study provides a complete picture of emerging issues during COVID-19 crisis ranging from causes, risk factors and solutions. For researchers, this study can provide insight for further research.Contribution/value-addThis study provides a comprehensive overview of the IOP issues related-COVID-19 that will be beneficial as the basis for policymaking and recommendations for future potential areas.

Orientation: The general goal of the professional industrial and organisational psychology (IOP) master’s coursework and internship programmes is to enable the qualifying student to contribute to organisational strategic and operational human resource practices and people behavioural dynamics, assessment, and intervention design.Research purpose: The study explored the perceived effectiveness of the professional IOP master’s coursework and internship programmes in qualifying intern psychologists as employable industrial and organisational psychologists (IOPs).Motivation for the study: Internships are a practical way for intern psychologists to operationalise their professional purpose, acquire key occupation-related skills and practise their professional capability in real-world work settings.Research approach/design and method: The sample involved South African intern psychologists specialising in IOP (n = 17). Qualitative research methods with thematic data analysis were employed.Main findings: Guided by self-determination theory, the findings suggested that the IOP master’s coursework and internship programmes promote holistic development and embed confidence in practical and theoretical competence on both a personal and a professional level. Intrinsic and autonomous motivation regarding the IOP’s role and identity are also crystallised while the importance of continuous personal and professional growth, as well as a good support network, are acknowledged.Practical/managerial implications: Understanding the intern IOPs experience and required competencies for employment may help to improve the design and development of the professional IOP master’s coursework and internship programmes.Contribution/value-add: The study especially emphasised the need to enhance the effectiveness and support offered within the professional IOP master’s coursework and internship programmes by incorporating the principles of self-determination theory.

We conduct a comprehensive review of the chief executive officer (CEO) succession literature and update a CEO succession typology that incorporated manuscripts published through 2014. Our review illustrates that most of our understanding of succession and related processes stems from research based primarily in macro research traditions. We highlight ways that scholars can develop deeper understandings of CEO successionprocesses by capitalizing on knowledge and practices that are visible from more micro lenses such as industrial and organizational (IO) psychology, human resources (HR), and organizational behavior (OB). Specifically, we advocate applying lessons about recruitment, training, fit, culture, selection, turnover, human capital resources, and decision making from IO psychology, HR, and OB research to extend our understanding about CEO succession and board decision making.

If one has been involved in the Society for Industrial and Organizational Psychology (SIOP) since its inception, as we have, one will have had several opportunities to reflect on the issue of licensing to regulate the practice of industrial and organizational psychology (IOP). Some find value in licensure, but the vast majority of industrial and organizational (I-O) psychologists do not. As the target article written by the Licensure of Consulting and Industrial-Organizational (I-O) Psychologists (LCIOP) Joint Task Force (2017) documents, there have been several policy statements made by SIOP leadership over the years. The essence of SIOP's policy is quite clear and consistent. Although SIOP does not support and will not promote the licensure of I-O psychologists, it does support a pathway to licensure for those who desire it, and is supportive of efforts to reduce the many barriers to licensure for those who desire it. It is our understanding that SIOP's participation in the LCIOP Joint Task Force was predicated on this long-standing policy.

Orientation: Managing mental health in the workplace has gained considerable attention in the field of industrial and organisational psychology, particularly as an essential element to managing employee well-being in South Africa. Research purpose: This study reviewed a decade of progress made in training industrial psychologists as workplace counsellors, as well as in identifying the best practices and future directions for addressing workplace mental health needs. Motivation for the study: Despite its growing recognition, significant gaps remain in training practitioners to ensure their preparedness in managing mental health in the workplace. Research approach/design and method: An integrative review was conducted on the author’s workplace counselling project, spanning from 2014 to 2025. A total of N = 23 studies met the inclusion criteria. Study characteristics and key findings were grouped into three domains – counselling models, trauma management frameworks and counsellor training methods. Main findings: Key findings showed progress in addressing training inadequacies, resulting in a revised edition of the framework for inspiring growth 2.0, which integrates mental health initiatives at individual, group and organisational intervention levels. Practical/managerial implications: A comprehensive workplace counselling training initiative incorporating multilevel approaches might enhance industrial psychologists’ competency and readiness in addressing workplace mental health challenges. Contribution/value-add: This review provides insight into developments in workplace counselling, including a review of past research. These practices guide future training of industrial psychologists in counselling practices.

In the present study, we aim to take stock of, encourage and contribute to the establishment of preregistration as a standard to increase transparency in Industrial and Organizational Psychology (IOP). To do so, we examined to what extent IOP research is preregistered and adheres to preregistrations. We analysed 27 IOP journals and found that only 91 articles (0.70% of studies published between 2017 and 2023) included a preregistration. A random sample of 25 of these preregistered studies revealed that 72% deviated from their preregistrations at least once, with 68% having at least one undisclosed deviation, indicating that deviations from preregistrations are common. The studies in our IOP sample deviated on average M = 1.84 ( SD = 1.72) times from their preregistrations. Importantly, the vast majority of these deviations do not seem to be linked to questionable research practices. We further compared the IOP sample with a recent sample from Psychological Science , which represents the current state‐of‐the‐art in preregistrations. We found no difference in the number of (undisclosed) deviations, which suggests that preregistration can be effectively implemented even in fields where it is not yet standard. To support this implementation, we offer resources and best practice recommendations for transparently reporting deviations.

Orientation: Completing an internship is a requirement for master’s students in Industrial and Organisational Psychology (IOP) to obtain professional registration with the Health Professions Council of South Africa. Students seem to experience a diverse range of factors enabling and thwarting them in their quest to complete their internship and gain the prerequisite practical knowledge and skills. Research purpose: This study explored IOP interns’ perceived experiences of the enabling factors and challenges encountered during the internship programme completion. Motivation for the study: A better understanding of the lived experiences of IOP interns will assist organisations and supervising psychologists to create a supporting environment to optimise interns’ development. Research approach/design and method: A qualitative research approach was adopted and an open-ended question survey was conducted among ( N = 17) IOP interns in South Africa. The data were analysed using thematic analysis. Main findings: A lack of financial resources; programme approval, content and time; the coronavirus disease 2019 (COVID-19); and balancing work, dissertation completion and personal life impact IOP interns negatively. Solid support networks and the power within the self are enabling factors. Practical/managerial implications: The findings of this study provide a better understanding of the factors impacting the successful completion of an internship programme and help role-players to gain insight into how this strenuous journey can be improved to create a thriving internship environment supportive of optimal learning and growth for interns. Contribution/value-add: This research highlights the need to revise the internship programme process cycle, including its content, timeframes and reformulating the role of role-players and interns.

The tie between industrial/organisational psychology (IOP) and general psychology should be taken seriously. The origin of the split into separate academic departments is discussed. Four IOP topics are presented which are rooted in psychology or where the psychological quality is strong, making the tie-in clear: motivation, leadership, assessment, and appreciative inquiry; by way of illustration, proponents are referred to. Specialisation and professionalisation often bring undue emphasis on technology. IOP cannot be human resource management. Suggestions are made about bringing IOP and psychology closer within teaching programmes and internships. Appreciative images of what IOP, hand-in-hand with psychology, could be like, are put forward.

Psychologists, specializing in work and organizational psychology (occupational psychologists), play a crucial role in the implementation and development of Human resource management (HRM) processes, which are increasingly affected by artificial intelligence (AI).This research aims to examine how and why AI is utilized among occupational psychologists, as well as the ethical dilemmas associated with this use in relation to the Code of Professional Ethics for Psychologists (the Code).The empirical part of this pilot study is based on a qualitative research design.6 semi-structured interviews based on 11 questions regarding the use of AI in occupational psychologists' work were conducted.Participants were selected through purposive sampling.The study results reveal that AI plays a vital role in automating routine administrative tasks.Participants highlighted its contribution to time efficiency and its utility in language translation.Nonetheless, concerns arise regarding increases in the occupational psychologists' workload, as human oversight is required to ensure the accuracy and reliability of AI.While AI promises objectivity, participants cautioned that algorithms can be biased, potentially leading to discriminatory practices.They also expressed concerns about accountability.This question is pivotal, as the Code mandates the maintenance of professional boundaries and the respect for individuals' rights.Participants also pointed to risks associated with data protection.Despite this awareness, participants admitted they do not rely on the Code in their work with AI, which increases the risk of unethical decision-making.It is recommended that organizations provide adequate training for AI users, regulate data input, and ensure its use in accordance with ethical guidelines.The Slovenian Psychologists' Association has a pivotal role in the preparation of specific guidelines and advising occupational psychologists on the ethical use of AI.

Purpose-. Work is an integral part of human life, where progress and productivity are more expected or demanded but an employee’s mental health is rarely considered a priority. Therefore, the purpose of this study is to highlight the significance of placing an organizational psychologist at the forefront of workplaces, to encourage the mutual wellbeing of individuals and organizations. Approach- This is a conceptual paper that builds upon a thorough review of existing conventional management theories to identify key cracks in knowledge about the importance of organizational psychologists to deal with a diverse range of social and behavioral issues within organizations considering common psychological safety at work. We start by conducting a content analysis of a few articles in the field that discuss the ‘why’ for organizational psychologists under work climate and continue with the strategies that can help organizations in reducing work-related stressors and improving social working conditions, and training. Findings- This study proposes a model that can be used to consider individual (employee) and situational (organizational) psychological wellness by underlining the direct interaction of organizational psychologists in managing human resources. The model of this study elucidates that collective wellbeing relies equally on organizational support teams (HR) and organizational psychologists through collective mindfulness. Originality/Value- Many studies are conducted in different countries with different perspectives of the organization and HR, where the role and importance of the organizational psychologist or psychologist in the organizations were highlighted, yet the concept is still blurry in Pakistan, and thus, this study is a novel contribution in a geographical context. Keywords- Psychology, Organizational psychologist, Employee wellbeing, Corporate wellness, Organizational development Paper type- Conceptual Paper