By following a climate-friendly diet, consumers have the potential to reduce climate change. However, despite the growing awareness of the climate-friendly food options that are available, consumers still choose foods with a high carbon footprint. Following a survey design, this study aimed to determine the extent to which four psychological processes (denial, conflicting goals and aspirations, tokenism, and interpersonal influence) limit consumers’ climate-friendly food choices in South Africa. Data were collected from 151 participants using the Climate-friendly Food Choices Scale and the Psychological Barriers Scale. Regression analysis indicated that conflicting goals and aspirations and denial were the two main psychological barriers to climate-friendly food choices. Overall the barriers were negatively associated with climate-friendly food choices. Gender did not produce a significant effect in the study. Different age groups varied with regards to the extent to which they experienced the psychological barriers, but they did not differ significantly with regards to how often they made climate-friendly food choices. / Psychology / M.A. (Psychology)

Employee commitment is one of the most important aspects that help an organisation achieve its desired goals. This study investigates the possible effects of gender and age differences between managers and employees on organisational commitment among lower-level employees in selected factories in the Buffalo City Metropolitan area. The organisational commitment instrument used in this research is the Meyer and Allen (1997) organisational commitment questionnaire which contains 18 items (6 items for each scale: affective commitment, continuance commitment and normative commitment). For this purpose, a sample of 100 lower-level employees was used. The results indicated significant differences in the unexpected directions in affective commitment and continuance commitment between male employees supervised by male managers and male employees supervised by female managers; male employees were found to have higher levels of affective and continuance commitment when supervised by female managers. Female employees were found to have a higher level of normative commitment when supervised by male managers than when supervised by female managers which was also in the unexpected direction. In addition, the study showed surprising results in terms of the social or cultural hypothesis where employees supervised by male managers and older managers were not significantly different in organisational commitment to those managed by female and by younger or same-age managers.