A review of the literature reveals that organisational commitment is an outcome of organisational culture, when reviewing the definitions, theoretical development and models of these two concepts. The integration of organisational commitment with organisational culture indicates that there is a need for a scientific study to determine the relationship between these two variables. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. The results suggest that organisational culture has an effect on organisational commitment. Recommendations are made to successfully implement both organisational culture and organisational commitment change initiatives. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This study explored both the relationship between coping resources (as measured by the Coping Resources Inventory) and psychological career resources (as measured by the Psychological Career Resources Inventory) and also whether individuals from different gender and employment status groups (part-time work experience versus no work experience) differ significantly regarding their coping resources and psychological career resources. A cross-sectional survey design and quantitative statistical procedures were used to analyse the data which was obtained from a purposive non-probability sample of N = 197 early career unemployed, black graduates. The results showed significant positive associations between psychological career resources and coping resources. It also emerged that the male and female participants differed significantly with regard to their emotional, spiritual and physical coping resources and the psychological career resources of career harmonisers and career drivers. In addition, it was found that those participants who had part-time work experience displayed a significantly higher need for career venturing and also manifested higher behavioural adaptability than those who had no work experience. Recommendations for future research and practice were made. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This research focused on constructing a psychological profile for change interventions by investigating both the interrelationships and overall relationships between work stress (as the independent variable), psychological attachment (job embeddedness and organisational commitment) (as the mediating variables) and attitudes towards change (as the dependent variable). A non-experimental cross-sectional quantitative survey design approach using standardised valid and reliable measuring instruments (Sources of Job Stress Scale, Organisational Commitment Questionnaire, Job Embededdness Questionnaire, Attitudes towards Change Questionnaire) was used on a non-probability purposive sample of employees from one of the largest, fast-moving consumer goods companies in South Africa (N = 350), ranging from administrative to executive level. Bivariate correlations showed a statistically positive inter-relationship between sources of work stress, psychological attachment (job embeddedness and organisational commitment) and attitudes towards change. A canonical correlation analysis indicated a significant overall relationship between the sources of work stress, psychological attachment (job embeddedness and organisational commitment) and attitudes towards change dispositions. Mediation modelling revealed the mediating role of psychological attachment (organisational commitment and job embeddedness) in the sources of work stress and attitudes towards change relationship. Moderated hierarchical regression analyses showed that age and gender significantly moderated the relationship between individuals’ sources of work stress and their attitudes towards change dispositions. Tests for mean differences revealed that significant differences exist between age and sources of work stress, affective and continuance commitment, fit and sacrifice embeddedness. Differences exist between race groups’ affective and continuance commitment. Job security is a concern across all employment levels in the organisation. Individuals at an executive, upper administrative and administrative level revealed significant differences in terms of their continuance commitment. Cognitive and behavioural attitudes towards change did not differ significantly across all employment levels. At a theoretical level, this study developed an understanding of the cognitive, affective, conative and interpersonal behavioural dimensions of the hypothesised psychological profile to manage change. At an empirical level, it developed an empirically tested psychological profile for change interventions in terms of the various behavioural dimensions. At a practical level, organisational change practices in terms of the behavioural dimensions of the psychological profile were recommended. / Psychology / D. Phil. (Psychology)

A review of the literature reveals that organisational commitment is an outcome of organisational culture, when reviewing the definitions, theoretical development and models of these two concepts. The integration of organisational commitment with organisational culture indicates that there is a need for a scientific study to determine the relationship between these two variables. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. The results suggest that organisational culture has an effect on organisational commitment. Recommendations are made to successfully implement both organisational culture and organisational commitment change initiatives. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This research focused on constructing a psychological profile for change interventions by investigating both the interrelationships and overall relationships between work stress (as the independent variable), psychological attachment (job embeddedness and organisational commitment) (as the mediating variables) and attitudes towards change (as the dependent variable). A non-experimental cross-sectional quantitative survey design approach using standardised valid and reliable measuring instruments (Sources of Job Stress Scale, Organisational Commitment Questionnaire, Job Embededdness Questionnaire, Attitudes towards Change Questionnaire) was used on a non-probability purposive sample of employees from one of the largest, fast-moving consumer goods companies in South Africa (N = 350), ranging from administrative to executive level. Bivariate correlations showed a statistically positive inter-relationship between sources of work stress, psychological attachment (job embeddedness and organisational commitment) and attitudes towards change. A canonical correlation analysis indicated a significant overall relationship between the sources of work stress, psychological attachment (job embeddedness and organisational commitment) and attitudes towards change dispositions. Mediation modelling revealed the mediating role of psychological attachment (organisational commitment and job embeddedness) in the sources of work stress and attitudes towards change relationship. Moderated hierarchical regression analyses showed that age and gender significantly moderated the relationship between individuals’ sources of work stress and their attitudes towards change dispositions. Tests for mean differences revealed that significant differences exist between age and sources of work stress, affective and continuance commitment, fit and sacrifice embeddedness. Differences exist between race groups’ affective and continuance commitment. Job security is a concern across all employment levels in the organisation. Individuals at an executive, upper administrative and administrative level revealed significant differences in terms of their continuance commitment. Cognitive and behavioural attitudes towards change did not differ significantly across all employment levels. At a theoretical level, this study developed an understanding of the cognitive, affective, conative and interpersonal behavioural dimensions of the hypothesised psychological profile to manage change. At an empirical level, it developed an empirically tested psychological profile for change interventions in terms of the various behavioural dimensions. At a practical level, organisational change practices in terms of the behavioural dimensions of the psychological profile were recommended. / Psychology / D. Phil. (Psychology)

This study explored both the relationship between coping resources (as measured by the Coping Resources Inventory) and psychological career resources (as measured by the Psychological Career Resources Inventory) and also whether individuals from different gender and employment status groups (part-time work experience versus no work experience) differ significantly regarding their coping resources and psychological career resources. A cross-sectional survey design and quantitative statistical procedures were used to analyse the data which was obtained from a purposive non-probability sample of N = 197 early career unemployed, black graduates. The results showed significant positive associations between psychological career resources and coping resources. It also emerged that the male and female participants differed significantly with regard to their emotional, spiritual and physical coping resources and the psychological career resources of career harmonisers and career drivers. In addition, it was found that those participants who had part-time work experience displayed a significantly higher need for career venturing and also manifested higher behavioural adaptability than those who had no work experience. Recommendations for future research and practice were made. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

Foreign exchange banking organisations afford individuals great career opportunities, and therefore endeavour to attract high-caliber employees who are self-motivated and create the dynamic, innovative and professional culture characteristic of the organisation. Retaining key talent characterised by skills shortages has become an imperative for sustaining competitive business performance in a fast-changing economic environment. The general aim of this research was to develop a model of employee motivation and job satisfaction for staff retention practices in a foreign exchange banking organisation. The concepts of employee motivation, job satisfaction and employee retention were discussed with regard to their history, conceptual foundation, theoretical approaches, types, variables and consequences. The theoretical model was developed accordingly on the basis of the literature review, and revealed the factors that could influence employee retention. The main purpose of the empirical research was to operationalise the theoretically derived motivation and job satisfaction concepts, statistically determine the underlying variables of motivation and job satisfaction that influence employee retention and develop a structural equation model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed. Explanatory and descriptive research was used in this study, with a sample of 341 foreign exchange banking individuals drawn from a financial institution. Three questionnaires and a biographical questionnaire were adapted and administered to employees. The Work Preference Inventory (WPI) measured employee motivation, the Job Satisfaction Survey (JSS) measured job satisfaction, and the Employee Retention Questionnaire (ERQ) measured employee retention intention. A structural equation model development strategy produced a new best-fitting retention model based on the new constructs postulated in the factor analysis. The model indicated that job satisfaction explained the highest variance of retention when compared to motivation. The research should contribute towards a comprehensive understanding of the factors that influence employee retention. The new model of employee motivation and job satisfaction for staff retention practices in a South African foreign exchange banking organisation could assist organisations in retaining skilled and talented staff. The study should encourage practitioners to take cognisance of the fact that organisations are different and that the motivation and job satisfaction factors for employee retention need to be considered. / Public Administration and Management / D. Com. (Industrial and Organisational Psychology)

The objectives of the research were to examine the relationship between organizational commitment, career adaptability and retention factors within the retail sector in the Western Cape and to determine whether the demographical variables (age, gender, race, marital status, tenure and job level) influence an employees’ decision to stay with or to leave the organisation. A cross-sectional quantitative, correlational research approach was followed wherein a nonprobability convenience sampling (N=224) of permanent customer service employees of a reputable retail store in the Western Cape was used. The data were collected by means of Organisational Commitment Questionnaire (OCQ by Meyer & Allen, 1997), Career Adapt-Abilities Scale (CAAS by Savickas & Porfeli, 2012) and Retention Factor Measurement Scale (RFMS by Döckel, 2003). Correlational analysis revealded that statistical significant and positive relationships exist between organisational commitment, career adaptability and retention factors. A stepwise regression analysis indicated that organisational commitment and career adaptability significantly and positively predict retention factors. Tests for mean differences revealed that some differences do exists in organisational commitment, career adaptability and retention factors in terms of demographical variables (age, gender, race, marital status, tenure and job level). Recommendations are suggested for use by human resource managers and practitioners in terms of retention strategies and practices, specifically within the retail sector / Human Resource Management / M. Com. (Human Resource Management)