This research, commissioned by Unitywater and conducted by the University of the Sunshine Coast, investigates how employees’ Individual Foresight (IF), their ability to anticipate and act on future scenarios, relates to key organisational outcomes. The study operationalises the IF framework across four domains: Person, Process, Outcomes, and Context, and examines their influence on Job satisfaction, Disengagement, Exhaustion/Overwhelment, and Turnover intention.
The research involved an organisation-wide survey, which captured responses from 216 Unitywater employees (approximately 22% of the workforce), using multi-item measures to assess IF factors, mediators such as Social capital and Learning organisation principles, and key Organisational Behaviour (OB) outcomes. Statistical analyses included descriptive averages, ANOVAs, correlations, and regression models to identify direct and mediated relationships between IF factors and employee OB outcomes.
The findings reveal that IF Outcomes and IF Context are the strongest predictors of positive OB outcomes. Specifically, the factors Empowered to act, and Creative safety significantly reduce Disengagement, Exhaustion/Overwhelment, and Turnover intention while increasing Job satisfaction. These factors form the Core Culture strand, highlight the importance of psychological safety and innovation support. IF Person and IF Process factors play supporting roles. Confidence in ability and Learning collaboratively were moderately associated with reducing negative outcomes and contribute to the Social Learning and Leadership strand, reinforcing the value of experience, reflection, and team-based learning.
External networks (bridging) and perceptions of a Learning organisation were found to mediate many IF factor effects. Employees with strong external connections and who perceive the organisation as valuing learning show better OB outcomes. These mediators enhance the impact of IF factors, especially in regulated or complex work environments. Leadership and team-based work arrangements amplify IF benefits, with leaders and team-based workers reporting higher levels of Empowered to act, Learning collaboratively, and Creative safety. These roles are central to fostering foresightful behaviours and OB outcomes at Unitywater.
This research concludes that Unitywater’s commitment to innovation and employee development is well-positioned to leverage the insights from this project. By strategically enhancing IF across its workforce, particularly through culture, leadership, and knowledge-sharing initiatives, Unitywater can improve employee wellbeing, engagement, and organisational performance.