The aim of this study was to evaluate employee commitment to achieve the primary objective, which was to evaluate employee commitment towards product and process quality. Employees who are engaged in their work and committed to their organisations give companies crucial competitive advantages – including higher productivity, better quality products and lower employee turnover. A thorough literature study was conducted by using the views of different authors and combining them. The concept of quality was defined by making use of the five quality gurus; Deming, Juran, Feigenbaum, Crosby and Ishikawa. The fourteen principles of quality, developed by Deming, were presented in Table 2.1. These principles had the goal of increased productivity, with less rework, less waste of manpower and material resources, resulting in a reduction of costs, to in turn give the organisation greater market share and ultimately better competitive position, by improving the overall quality of an organisation’s work processes. The concept of employee and organisational commitment was defined, and from this study it is evident that employee commitment towards the company is positive and therefore should have a positive effect on their operating environment. The product process flow for this manufacturing concern were discussed to give an overall view of the production processes used in this organisation. An empirical study was completed using a questionnaire survey to determine employee commitment at a manufacturing concern in Gauteng. The questionnaire used for this study was designed to focus on commitment towards internal quality only, to specifically evaluate employee perspective towards product quality, as well as the commitment towards the organisation. Analysis of the responses showed the questionnaire to be reliable and valid. Respondents indicated that they are committed towards the organisation in general across all constructs, but a lack in management trust was a predominant sentiment. The quantitative analysis showed that after a factor analysis was done on the two sections of the questionnaire, four factors for each section were considered as meaningful. These factors were: Affinity, quality awareness, autonomy and corporate image (employee commitment - section B) and employee commitment, task performance, job satisfaction and contextual performance (company relationship – section C). This indicated strong employee commitment towards the organisation. The qualitative results had four areas that all respondents felt needed some attention, and loaded negative towards the organisation. These were HR (trust in management, competency, communication and company culture), skills development, employee development and BBBEE. Thus, drawing conclusions from quantitative results alone could give a company a false sense of employee commitment towards the company and therefore overlook the importance of the roles that employees play in executing strategic plans. Conclusions regarding the findings of the research study were presented and recommendations for this organisation were made. These recommendations are merely a guideline that correlates directly to the empirical analysis made. The research study was evaluated against the primary and secondary objectives with the conclusion that both were achieved. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The aim of this study was to evaluate employee commitment to achieve the primary objective, which was to evaluate employee commitment towards product and process quality. Employees who are engaged in their work and committed to their organisations give companies crucial competitive advantages – including higher productivity, better quality products and lower employee turnover. A thorough literature study was conducted by using the views of different authors and combining them. The concept of quality was defined by making use of the five quality gurus; Deming, Juran, Feigenbaum, Crosby and Ishikawa. The fourteen principles of quality, developed by Deming, were presented in Table 2.1. These principles had the goal of increased productivity, with less rework, less waste of manpower and material resources, resulting in a reduction of costs, to in turn give the organisation greater market share and ultimately better competitive position, by improving the overall quality of an organisation’s work processes. The concept of employee and organisational commitment was defined, and from this study it is evident that employee commitment towards the company is positive and therefore should have a positive effect on their operating environment. The product process flow for this manufacturing concern were discussed to give an overall view of the production processes used in this organisation. An empirical study was completed using a questionnaire survey to determine employee commitment at a manufacturing concern in Gauteng. The questionnaire used for this study was designed to focus on commitment towards internal quality only, to specifically evaluate employee perspective towards product quality, as well as the commitment towards the organisation. Analysis of the responses showed the questionnaire to be reliable and valid. Respondents indicated that they are committed towards the organisation in general across all constructs, but a lack in management trust was a predominant sentiment. The quantitative analysis showed that after a factor analysis was done on the two sections of the questionnaire, four factors for each section were considered as meaningful. These factors were: Affinity, quality awareness, autonomy and corporate image (employee commitment - section B) and employee commitment, task performance, job satisfaction and contextual performance (company relationship – section C). This indicated strong employee commitment towards the organisation. The qualitative results had four areas that all respondents felt needed some attention, and loaded negative towards the organisation. These were HR (trust in management, competency, communication and company culture), skills development, employee development and BBBEE. Thus, drawing conclusions from quantitative results alone could give a company a false sense of employee commitment towards the company and therefore overlook the importance of the roles that employees play in executing strategic plans. Conclusions regarding the findings of the research study were presented and recommendations for this organisation were made. These recommendations are merely a guideline that correlates directly to the empirical analysis made. The research study was evaluated against the primary and secondary objectives with the conclusion that both were achieved. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

This research explores the relationship between job insecurity, organisational commitment and work engagement amongst staff in a tertiary institution. The research was conducted through computer-aided telephone interviews and self-completion techniques. Of the total population (N=4460), a proportion of survey participants (n=260) were selected using a two-stage stratified probability sampling technique, proportional to size, across the different departments. Three instruments were administered among the survey participants, namely the Job Insecurity Scale (JIS), the Organisational Commitment Questionnaire (OCQ) and the Utrecht Work Engagement Scale (UWES). On the basis of the outcome of the study, a theoretical relationship was determined between job insecurity (JIS), organisational commitment (OCQ) and work engagement (UWES). An empirical study provided evidence on the relationship that exists between the three concepts. The results revealed that a statistically significant relationship exists between JIS and OQC as well as UWES, although the relationship is positive and weak (r=.286** for OCQ; r=.270** for UWES). These results are incongruent with previous studies and might suggest that previous studies failed to examine whether the nature and strength of the relationships between job security and its outcomes are different in situations with different levels of insecurity or threat. However, further analysis revealed a statistically significant relationship between some of the subscales. For instance, a positive statistically significant relationship was observed between perceived powerlessness and affective commitment (r=.304**), vigour (r=.346**), dedication (r=.350**) and absorption (r=.279**). The results imply that as participants feel insecure about the various job features and the job as a whole, they simultaneously express their commitment and energy as well as dedication to their work responsibilities and the organisation. / Industrial and Organisational Psychology / M.A. (Industrial & Organisational Psychology)

Magister Commercii - MCom / Consent for the research study was obtained from the divisional executive of the financial services division being researched and all ethical factors were clarified. All potential participants were engaged in a divisional communication session where participation was advised to be voluntary and anonymity and confidentiality was assured. The results of the study revealed that there was no statically significant relationship between intention to quit and organisational commitment but a statically significant relationship between organisational commitment and age, tenure, marital status and staff with dependants respectively were revealed. Further to that, a statistically significant relationship between intention to quit and age, tenure, marital status was also revealed. Therefore, based on the understanding gained, and the relationship it had with respect to the biographical factors used in the study, it presents organisations with the insight and opportunity to better retain staff. Clear understandings of the limitations of the findings presented are also discussed and additional recommendations for future research are also provided. / South Africa

Magister Commercii (Industrial Psychology) - MCom(IPS) / The South African employment industry is facing exhaustion as the demand for talented workers is higher than supply (Bakos, 2005) and it has become imperative that the employer no longer simply focus on the commitment of employees, but more so on the extra efforts that are exerted by these employees in order to ensure their sustainability (Netswera, Rankhumise & Mavundla, 2005). Extensive research has been conducted on organisational commitment because of its importance in predicting individuals' behaviour outcomes such as absenteeism and turnover (Popoola, 2005). Findings of studies conducted by Bolon (1997) and Maharaj (2006) indicate that there is a positive relationship between organisational commitment (OC) and organisational citizenship behaviour (OCB). Bolino and Turnley (2003) posit that it is important for organisations and managers to have a better understanding of the factors that make employees willing to go the extra mile in order to enhance organisational performance and sustain a competitive edge. The alms of the study are to investigate the relationship between organisational commitment, organisational citizenship behaviour and turnover intentions. Furthermore, it also investigated the relationship between biographical variables (namely, gender, age, tenure and race) and organisational commitment as well as that of organisational citizenship of human resource professionals A sample of 138 human resource professionals employed at a retail organisation completed a self-developed biographical questionnaire, the Organisational Commitment Questionnaire, the Citizenship Behaviour Questionnaire and the Turnover Intention Questionnaire. Results of the study indicate the existence of a significant relationship between organisational commitment and organisational citizenship and turnover intentions for human resource professionals. The statistical analysis suggests that organisational commitment has a significant relationship with organisational citizenship, whilst turnover intentions did not have a significant impact on organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational commitment, with gender having the strongest relationship with organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational citizenship behaviour, whilst race appeared to be unrelated to citizenship behaviour. Previous studies were reviewed to support the findings of the current study. Limitations of the study and recommendations for future research were put forth in addition to recommendations for the organisation.

The primary objectives of the study were as follows: (1) to explore the relationship between career anchors (as measured by the Career Orientations Inventory), organisational commitment (as measured by the Organisational Commitment Questionnaire) and turnover intention (as measured by a three-item questionnaire, developed by Mobley, Horner, and Hollingsworth, 1978); and (2) to determine whether employees from different gender, race, employment positions and age groups differ significantly in their career anchors, organisational commitment and turnover intention. A quantitative survey was conducted on a non-probability sample of 343 employed adults at managerial and general staff levels in the South African retail sector. The results of this study suggest that there was a significant but weak relationship between employees‟ career anchors and their organisational commitment. Career anchors were also found to be significantly related to organisational commitment and turnover intention; with entrepreneurial creativity, lifestyle and service/dedication to a cause career anchors being the best predictors of these two variables. The relationship between organisational commitment and turnover intention was significant and negative, with affectively and normatively committed participants being more likely to remain with the organisation (i.e. having lower turnover intentions). In addition, the findings indicate that although gender has no relationship with turnover intention, race, employment position and age do. African, general staff and 30 years and younger participants indicated higher intentions to leave the organisation. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Sustainability has become an important topic in many parts of society. However, companies struggle to translate it into their processes. If an individual values sustainability but is not able to fulfill these values an individual may feel a discrepancy; it may force individuals to feel an (in)congruence in their identity, leading to the question, How does sustainability identity (dis)congruence affect commitment? To answer the question a theoretical model was developed from different nuances of identity theory and organizational commitment. A mixed-method was used to capture the data. The results indicate that dependent on commitment style, the organization may override their personal sustainability identities. Our observations indicate that affective committed individuals choose to justify both personal and organizational actions in order to mitigate value incongruent behaviors. The thesis ends with a chapter of managerial recommendations. / <p><strong>Grade</strong>: Pass with distinction (VG)</p>

This research explores the relationship between sense of coherence, work engagement and organisational commitment in an automotive development institution in South Africa. The study was conducted through quantitative research. The study used the Orientation to Life Questionnaire (OLQ) to measure sense of coherence, the Utrecht Work Engagement Scale (UWES) to measure work engagement and the Organisational Commitment Scale (OCS) to measure organisational commitment. A biographical questionnaire was also used. The questionnaires were administered to a sample of 46 employees, 37 of whom were based in the company’s Pretoria office and nine at their Eastern Cape office. In view of the fact that the sample was small, 100 % of the population was included in the study. A theoretical relationship between the constructs was determined and an empirical study provided evidence of the degree of relationship that existed between them. The results reveal significant relationships to exist between some sub-scales, however, statistical significance could not be reached for some correlations. / Psychology / M. Admin. (Industrial and Organisational Psychology)

The objective of this study was to explore the relationship between perceived career mobility, career mobility preference, job satisfaction and organisational commitment. A secondary objective was to determine whether various age, gender, tenure, marital status and race groups differed significantly regarding their perceived career mobility, career mobility preference, job satisfaction and organisational commitment. A perceived career mobility scale and career mobility preference scale, the Minnesota Satisfaction Questionnaire (short form) and the Organisational Commitment Scale, were applied to a non-probability convenience sample consisting of 82 South African accountants, auditors and financial staff members. Significant relationships were observed between the variables. Significant differences were found between age and race groups‟ perceived career mobility, gender and tenure groups‟ career mobility preference, and age and tenure groups‟ organisational commitment. The findings contribute valuable new knowledge that may be used to inform retention practices in the financial sector. / Industrial and Organisational Psychology / M.A. (Industrial & Organisational Psychology)

Summaries in English and Afrikaans / Text in Afrikaans / Die doel van hierdie verkennende studie was om ondersoek in te stel na die prestasiewaardes onderliggend aan Affektiewe, Kontinulteits- en Normatiewe organisasieverbintenis van werknemers binne die motorywerheid in Suid-Afrika. 'n Steekproef van 113 werknemers is uit verskillende motorhandelaars geselekteer. Daarna is ondersoek ingestel na watter prestasiewaardes betekenisvolle voorspellers van organisasieverbintenis is. Daar is bevind dat die prestasiewaardes mededinging en materiele welvaart betekenisvolle voorspellers van affektiewe organisasieverbintenis is, en dat die prestasiewaardes materiele welvaart en strewe na uitmuntendheid betekenisvolle voorspellers van kontinuiteitsorganisasieverbintenis is, maar dat geeneen van die prestasiewaardes wat huidig wereldwyd erken word, betekenisvolle voorspellers van normatiewe organisasieverbintenis in die motomywerheid is nie. Dit het verreikende irnplikasies vir die Suid-Afrikaanse motorhandelaar. Hierbenewens is dit ook duidelik uit die navorsingsresultate dat die prestasiewaardes mededinging, materiele welvaart en strewe na uitmuntendheid hulself daartoe leen om op 'n geintegreerde wyse deur bestuur van motorhandelaars aangewend te word ten einde hul kumulatiewe invloed op organisasieverbintenis optimaal te kan benut. / The objective of this exploratory study was to investigate the performance values subjacent to affective, continuity and normative organisation commitment of employees in the motor industry in South Africa. A sample of 113 employees was selected from different dealerships. Thereafter an investigation was done to establish which performance values were meaningful predictors of organisation commitment. It was found that the performance values competition and material gain were meaningful predictors of affective organisation commitment, and the performance values material gain and excellence were meaningful predictors of continuity organisation commitment, but that none of the performance values which are contemporarily recognised world-wide were meaningful predictors of normative organisation commitment. This has far-reaching implications for South African motor dealers. It was also apparent from the results that the performance values competition, material gain and excellence can be utilized in an integrated way by management of motor dealers in order to ensure optimal utilization of their cumulative impact on organisation commitment. / Industrial psychology / M.Com. (Industrial Psychology)