Thesis (Ph. D.)--University of California, Santa Cruz, 1988. / Typescript. Includes bibliographical references (leaves 114-122).

Thesis (M.S.)--University of Wisconsin--Madison, 1972. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

Thesis (M.Psych.Org.) - University of Queensland, 2007. / Includes bibliography.

Dissertation submitted in fulfilment of the requirements for the degree Master of Technology: Quality in the Faculty of Engineering at the Cape Peninsula University of Technology / This research will focus on employee satisfaction in the workplace. The research will be conducted as a result of the high number of factory staff resigning due to unhappiness in their work environment. This transposes into not only productivity being lost, but also that the efficiency of the organisation is being compromised. The purpose of this research is to establish if employee satisfaction could serve as a catalyst for improved efficiency, productivity and customer satisfaction.The research will be conducted at Anchor Lining Systems (ALS). The company is based in Cape Town South-Africa and manufactures a concrete protection liner referred to as Anchor Knob Sheet (AKS). The product represents a „state of the art‟ robust concrete protection liner system. It is designed to protect concrete structures in chemically aggressive environments.The research question which will be researched to mitigate the research problem reads as follows: “What approach could be deployed to minimise employee dissatisfaction in a manufacturing organisation to improve its overall efficiency, profitability and customer satisfaction?”Applied research will be conducted in this thesis, as the research will be designed to apply its findings to solve a specific, existing problem. The research will furthermore fall in the social world as social science has to do with how things are, and why. The research, due to the fact that it would require intensive textual investigation will be theoretical in nature, which can be define as, “contemplative of the mind, on intellectual faculties”. Furthermore, theoretical research is commonly associated with the phenomenological paradigm, which is used to answer questions about the complex nature of a phenomena, often with the purpose of describing and understanding the phenomena from the participant‟s view. These concepts are also commonly referred to as the „qualitative paradigm‟.The proposed research in this dissertation would be of specific benefit to the manufacturing industry in South-Africa, due to the high levels of staff turnover being experienced in the industry due to employee dissatisfaction. Such high levels of turnover de-stabilises the industry in that key resources are lost to organisations. If turnover can be minimised by elevating the levels of employee satisfaction then efficiency, productivity and customer satisfaction can be exponentially improved.

Magister Artium - MA / The aim of the study is to prove that a correlation exist between job satisfaction and the levels of absenteeism, turnover, performance and customer satisfaction. Data were collected using the Job Satisfaction Survey which is a self-administered questionaire to measure job satisfaction of call centre representatives. Additional data were collected using the company's existing measures for measuring absenteeism, turnover, performance and customer satisfaction. The study found a relationship between job satisfaction and performance, between job satisfaction and turnover and between job satisfaction and customer service. However, no relationship was found between job satisfaction and absenteeism, which is consistent with previous studies. / South Africa

Five models delineating the person-situation fit controversy were developed and tested. Hypotheses were tested to determine the linkages between vision congruence, empowerment, locus of control, job satisfaction, organizational commitment, and employee performance. Vision was defined as a mental image of a possible and desirable future state of the organization. Data were collected from 213 employees in a major flower import company. Participants were from various organizational levels and ethnic backgrounds. The data collection procedure consisted of three parts. First, a profile analysis instrument was used which was developed employing a Q-sort based technique, to measure the vision congruence between the CEO and each employee. Second, employees completed a survey instrument which included scales measuring empowerment, locus of control, job satisfaction, organizational commitment, and social desirability. Third, supervisor performance ratings were gathered from employee files. Data analysis consisted of using Kendall's tau to measure the correlation between CEO's and each employee's vision. Path analyses were conducted using the EQS structural equation program to test five theoretical models for goodness-of-fit. Regression analysis was employed to test whether locus of control acted as a moderator variable. The results showed that vision congruence is significantly related to job satisfaction and employee commitment, and perceived empowerment acts as an intervening variable affecting employee outcomes. The study also found that people with an internal locus of control were more likely to feel empowered than were those with external beliefs. Implications of these findings for both researchers and practitioners are discussed and suggestions for future research directions are provided.

Research problem: The restructuring of an organisation can be classified as a transformational intervention (Litwin & Burke, 1992). As such is it has a potential to significantly influence key employee attitudes that are related to employee and organisational performance. Any deterioration in these attitudes could impact negatively on organisational outcomes. As part of the monitoring and review of change interventions, management needs to understand the change in employee attitudes towards their work and management in their business units and towards the broader organisation in order that, if necessary, corrective action can be taken. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the study was to investigate whether there has been a change in attitudes of employees in two business units of a South African National Science Council after the implementation of restructuring in the organisation and the business units. The key attitudes to be measured are job and management satisfaction, perceived organisational support, organisational commitment and a dimension of employee engagement, dedication. Research questions: Four research questions were established and these were; What is the change in employee attitudes post-restructuring? In particular what is the change in employee job satisfaction; management satisfaction, employee engagement, commitment to the organisation and perceived organisational support? What is the relationship between the sub-groups, distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes pre-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes post-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and the change in employee attitudes pre and post-restructuring? Research design: The nature of this research is descriptive. In order to solve the research questions the researcher used a pre-test and post-test measurement of employee attitudes. A survey using a structured self-administered questionnaire was used to collect information regarding employee attitudes before and after the restructuring of the organisation and business units. Major findings: The results from the survey showed that there was a change in the levels of organisational commitment, job satisfaction and management satisfaction at the National Science Council after the restructuring had taken place. Also, the impact of the sub-groups in the organisation on affective factors was evident in the level of occupation and employee engagement, race and management satisfaction, the business unit and the levels of perceived organisational support, management satisfaction and employee engagement, home language and employee engagement, the number of years the employee had worked for the organisation and management satisfaction, age and job satisfaction and employee engagement.

Rising global competition, the influence of advances in information technology and the re-engineering of business processes are some of the imperatives that force organisations to restructure their businesses. In South Africa, the situation is even more compelling, with the recent democratisation of the country that requires companies to implement certain restructuring programmes designed to empower previously disadvantaged individuals. Organisational restructuring is therefore inevitable for any organisation. These changes, however, do affect organisations and employees. Employees become insecure, confused about their jobs, and therefore less productive. To the extent that change can adversely affect both organisations and employees, it becomes critical that organisations should implement it carefully, if they are to survive. To achieve this, requires managers to fully understand drivers of change, the possible consequences of change on both organisation and employees, and to take appropriate actions. The main objective of this study was to identify possible approaches that organisations can pursue in implementing restructuring without adversely affecting the employees. The practical context chosen was an organisation that had recently implemented organisational restructuring. The research methodology for this study entailed the conducting of an intensive study of the relevant literature, to determine what the theory reveals in respect of restructuring strategies that can assist organisations in effectively implementing the restructuring process. Dissertations, theses, research reports and journals were consulted, in an attempt to formulate a theoretical basis for this study. The contemporary literature reveals that there are various strategies that organisations can employ to effectively restructure their organisations with minimal adverse influence on employees. The restructuring organisations should ensure that employees are genuinely involved in the process at the iv outset. The desired changes and the benefits thereof, should be clearly and consistently communicated to the employees at the beginning of the restructuring process. An empirical study was then conducted at the chosen organisation that had recently embarked on an organisational restructuring. The focal point of the empirical study was to determine how this organisation had implemented its restructuring process. The main purpose was to establish the impact that this restructuring had on the morale and motivation of the employees. The final step of this study included an assessment of the findings. This was done so that suitable conclusions could be drawn and appropriate recommendations made. The conclusions revolved around the effects of restructuring on the employees of this organisation. The focus of the recommendations was on what approaches the restructuring organisations should follow to successfully and effectively implement the restructuring process, without adversely affecting the employees.

by Lee Siu-Chun, Daisy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 61-62). / abstract --- p.ii / table of contents --- p.iv / list of tables --- p.vi / ACKNOWLEDGEMENTS --- p.vii / Chapter / Chapter I. --- introduction --- p.1 / Introduction & General Background --- p.1 / Definition of Organizational Commitment --- p.3 / Chapter II. --- literature review --- p.5 / Commitment and Age and Tenure --- p.5 / "Commitment, Demographics and Personal Variables" --- p.6 / Commitment and Role-related Factors --- p.7 / Commitment and Job Nature --- p.8 / Commitment and Job Satisfaction --- p.9 / Commitment and Turnover --- p.10 / Commitment and Job Performance --- p.11 / Multidimensionality of Organizational Commitment --- p.11 / Chapter III. --- methodology --- p.14 / Sampling Procedures and Sample Characteristics --- p.14 / The Measuring Instrument --- p.15 / Organizational Commitment --- p.15 / Motivational Job Characteristics --- p.16 / Intention to Leave and Job Satisfaction --- p.16 / Other Variables --- p.17 / Personal Factors and Work Background --- p.17 / Missing Data --- p.18 / Language --- p.18 / Analytical Framework --- p.18 / Chapter IV. --- results and analysis --- p.20 / Sample Characteristics and Work Background --- p.20 / Sex and Age --- p.20 / Year of Graduation --- p.21 / Faculty of Major Study --- p.21 / Monthly Salary --- p.21 / Absence Frequency --- p.22 / Years in Current Job --- p.22 / Frequency of Job Change --- p.23 / Data Analysis --- p.23 / Reliability Coefficient --- p.24 / Means and Standard Deviations --- p.24 / Level of Organizational Commitment --- p.25 / Correlations of Organizational Commitment and other Measures --- p.26 / Correlations of Organizational Commitment with Personal Factors and Work Background --- p.27 / Correlations of Organizational Commitment and Motivational Job Characteristics --- p.29 / Correlation of Organizational Commitment with job Satisfaction --- p.29 / Correlation of Organizational Commitment with Intention to Turnover --- p.30 / Correlations of Organizational Commitment with Other Variables --- p.30 / Multidimensionality of Organizational commitment by Factor Analysis --- p.30 / Chapter V. --- DISCUSSION AND CONCLUSION --- p.33 / Level of Organizational Commitment --- p.33 / Nature of Organizational Commitment --- p.34 / Conclusion --- p.36 / TABLES --- p.37 / APPENDIX --- p.56 / BIBLIOGRAPHY --- p.61