The factorial validity and reliability of a newly–developed strength–based approach scale in a sample of South African employees
Abstract
With the introduction of positive psychology it was argued that focussing on employee improvement no
longer rests with addressing weaknesses but rather by focusing on using the qualities and strengths of
employees, otherwise known as following a strengths–based approach (SBA). The appropriate use of
employee strengths could improve experiences in the workplace. Although the effect of an SBA on several
employee outcomes (such as work engagement, innovativeness, commitment, and productivity) seems
important to investigate, there is no available instrument that can measure whether employees perceive their
organisations as optimally focusing on, using and applying their strengths and talents in the workplace. In
order to address this gap, a new scale was developed to measure employees’ perceptions of an organisational
SBA. The authors defined an SBA as employees’ perceptions of the extent to which the formal and informal
policies, practices and procedures in their organisation focus on the use of their strengths. The scale is rooted
in the framework of three models, namely the Job Demands–Resources (JD–R) Model, the Broaden–and–Build
theory of positive emotions and the Happy–Productive Worker Thesis.
The objectives of this study were to determine whether 1) the strengths–based approach (as measured with
the new SBA scale) is a one–dimensional construct; 2) the measurement of the strength–based approach (as
measured by the new SBA scale) is internally consistent; and 3) whether the SBA approach is an independent
organisational resource in a sample of employees in a financial institution.
A cross–sectional field survey approach was used to gather the data. An availability sample of South African
employees (N = 165) working within the financial institution was utilised. Exploratory factor analysis (EFA)
was utilised to test the factorial validity of the new SBA scale and to establish whether the SBA is an
independent organisational resource when other resources (supervisor support, autonomy, information and
participation) were included in the analyses. The reliability of the newly–developed strengths–based approach
scale was determined through Cronbach’s alpha coefficient.
The findings indicated a clear one–factor model with strong item loadings (? = 0.97). When other resources
were included, a five–factor model was identified, where all the items loaded on the posited factors. SBA
showed significant relationships of moderate size with the other resources, supporting the independence of
SBA as an independent organisational resource.
Recommendations were made for the organisations, as well as for future research.