Original Research

The validation of a measure of organisational energy in the South African context

Lynne Derman, Nicolene Barkhuizen, Karel Stanz
SA Journal of Human Resource Management | Vol 9, No 1 | a308 | DOI: https://doi.org/10.4102/sajhrm.v9i1.308 | © 2011 Lynne Derman, Nicolene Barkhuizen, Karel Stanz | This work is licensed under CC Attribution 4.0
Submitted: 02 June 2010 | Published: 08 September 2011

About the author(s)

Lynne Derman, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Nicolene Barkhuizen, Department of Human Resource Management, University of Pretoria, South Africa
Karel Stanz, Department of Human Resource Management, University of Pretoria, South Africa

Abstract

Orientation: Previous research has highlighted the need to examine the relationship between people and organisations. This perspective facilitates the study of organisational energy.

Research purpose: The purpose of this research was to validate a measure of organisational energy in the South African context and to investigate whether there are differences in organisational energy as perceived by employees based on their demographic characteristics and lifestyle variables.

Motivation for the study: Managing energy in organisations is important as it drives motivation, powers teamwork, fosters creativity and gives organisations a competitive edge (Schiuma, Mason & Kennerley, 2007). Limited empirical research currently exists on the phenomenon of energy in organisations.

Research design/approach method: The researchers used a cross-sectional survey design, with a convenience sample (N = 520) of employees in a South African financial institution. The researchers administered the EnergyScapes Profile.

Main findings: Exploratory factor analysis resulted in a one-factor structure for the EnergyScapes Profile. The scale, labelled organisational energy, showed acceptable internal consistency. The researchers found statistically significant differences in the organisational energy levels of employees based on age, tenure, geographical region, relaxation, hypertension and diabetes, depression or psychosis.

Practical/managerial implications: The research provides valuable insight for practicing managers about understanding the concept of organisational energy and encourages leaders to question the energy of their employees.

Contribution/value-add: The insight the researchers gained by studying the concept of organisational energy contributed in a unique way and showed the importance of considering organisations as dynamic and interactive with the people that work for them.


Keywords

demographic characteristics; energy; financial institution; lifestyle variables; organisational energy

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