Original Research BBBEE fairness perceptions and job performance: The role of leadership styles and psychological availability

Tshegofatso Mabitsela, Madelyn Geldenhuys, Karolina Łaba

About the author(s) Tshegofatso Mabitsela, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Madelyn Geldenhuys, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa; and Department of Psychological Sciences, University of Notre Dame, Sydney, Australia
Karolina Łaba, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa

Abstract

Orientation: Studies suggest that employees fairness perceptions of the workplace are positively linked to job performance. Employees associate perceptions of fairness in the workplace with transformational and transactional leaders. It is important to recognise that employees’ personal resources can be compromised when they perceive a lack of fairness in the workplace.

Research purpose: This study investigated the role of leadership styles and psychological availability on the relationship between fairness perceptions of Broad-Based Black Economic Empowerment (BBBEE) and job performance of employees, within the South African work setting.

Motivation for the study: Little is known about the association between the fairness perceptions of BBBEE and job performance. Also, less is known about the mediating variables that can influence this relationship.

Research approach/design and method: A quantitative cross-sectional design was employed. Convenience sampling yielded 300 participants from whom data were collected.

Main findings: The results showed that the perceived fairness of BBBEE had an indirect relationship with job performance by means of transactional leadership styles and psychological availability.

Practical/managerial implications: Achieving optimal job performance from this group of employees hinges on transactional leaders satisfying the needs of employees in return for employees meeting agreed-upon obligations. Furthermore leaders need to monitor the extent to which employees are psychologically available at work.

Contribution/value-add: The Job Demands-Resources (JD-R) model was extended to demonstrate the impact that fairness perceptions of BBBEE have on organisational behaviour. The study also revealed that the fairness perceptions of BBBEE affect job performance through transactional leadership styles and psychological availability.

Keywords

BBBEE; fairness; job performance; leadership styles; psychological availability

JEL Codes

I28: Government Policy

Sustainable Development Goal

Goal 16: Peace, justice and strong institutions

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