The creation of a healthy, motivating organisational climate should be the aim of management. Organisational climate refers to a complex set of forces within an organisation, which have a direct influence on those who work in it. Studying organisational climate is imperative to understanding how organisations function at their core. However, a validated instrument is needed to detect the climate in an organisation. The objective of this study was to validate an organisational climate questionnaire in a corporate pharmacy group. A cross sectional survey design was used. Interviews were conducted with employees and an organisational climate questionnaire was constructed. The Organisational Climate Questionnaire (OCC) was completed by a sample of employees in a corporate pharmacy group (N = 159). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) inferential statistics were used to analyse the results. Factors extracted include recognition and feedback, management, work relationships, task characteristics, responsibility, work pressure and decision-making. The internal consistencies of two factors were unacceptable. One-way analysis of variance of organisational climate in different regions showed practically significant differences between North West and Mpumalanga regarding how they currently view management, as well as practically significant differences between North West and both Free State and Gauteng concerning Management. The average responses of the white employees and employees of colour in this study seem to be the same, except regarding recognition and feedback. The average responses of the employees from the two gender groups seem to be the same, except regarding responsibility and work pressure. Recommendations for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

The creation of a healthy, motivating organisational climate should be the aim of management. Organisational climate refers to a complex set of forces within an organisation, which have a direct influence on those who work in it. Studying organisational climate is imperative to understanding how organisations function at their core. However, a validated instrument is needed to detect the climate in an organisation. The objective of this study was to validate an organisational climate questionnaire in a corporate pharmacy group. A cross sectional survey design was used. Interviews were conducted with employees and an organisational climate questionnaire was constructed. The Organisational Climate Questionnaire (OCC) was completed by a sample of employees in a corporate pharmacy group (N = 159). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) inferential statistics were used to analyse the results. Factors extracted include recognition and feedback, management, work relationships, task characteristics, responsibility, work pressure and decision-making. The internal consistencies of two factors were unacceptable. One-way analysis of variance of organisational climate in different regions showed practically significant differences between North West and Mpumalanga regarding how they currently view management, as well as practically significant differences between North West and both Free State and Gauteng concerning Management. The average responses of the white employees and employees of colour in this study seem to be the same, except regarding recognition and feedback. The average responses of the employees from the two gender groups seem to be the same, except regarding responsibility and work pressure. Recommendations for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

Although the negative effects of psychological contract breach (“breach”) are reasonably well established (e.g., Zhao, Wayne, Glibkowski, & Bravo, 2007), the role of context in shaping employees’ responses to breach has not been thoroughly explored (Lo & Aryee, 2003). As such, the primary research objective was to investigate the moderating effects of the organisational-embeddedness sub-dimensions (links, fit, and sacrifices; Mitchell, Holtom, Lee, Sablynski, & Erez, 2001) on the relationships between breach and employees’ exit (job search, turnover intention, turnover), voice (prosocial voice, innovation), loyalty (loyalty, social participation), and neglect (withdrawal, production deviance, silence) behaviours. Two studies were conducted to investigate the conceptual model and research hypotheses. / In Study 1, semi-structured interviews were conducted with 20 administrative (non-academic) Australian university employees. Content analysis of the results regarding breach outcomes revealed many of the hypothesised responses, and others, such as seeking assistance from colleagues and raising supervisor’s awareness, that were not anticipated. Furthermore, analysis of the results regarding response motives suggested themes relevant to the influence of organisational-embeddedness. / In Study 2, longitudinal survey data was collected from samples of Australian university professionals and alumni (N = 198 for Time 1 and 101 for Time 2). Outcomes were organised using the Exit, Voice, Loyalty and Neglect (EVLN) framework (Rusbult, Farrell, Rogers, & Mainous, 1988). Breach was positively related to exit (job search, turnover intention) and neglect (silence), and negatively related to loyalty (loyalty) in the cross-sectional Time 1 data. In addition, the positive breach-neglect (withdrawal, production deviance) relationship was weaker for those with more organisational-links, while the positive breach-exit (job search) relationship was stronger, and the negative breach-loyalty (loyalty) relationship was weaker, among those with good organisational-fit. At Time 2 (six months later), breach was negatively related to loyalty (loyalty). Furthermore, organisational-links, organisational-fit, and organisational-sacrifices each moderated the effects of breach on voice (innovation) as hypothesised. Specifically, employees with many links and good fit were more likely to respond to breach with voice (innovation), while those with high levels of perceived organisational-sacrifices were less likely to engage in this response. Overall, the research findings have implications for theory regarding the influence of context in shaping responses to breach, and the role of embeddedness as a moderator of employee reactions to negative work events. From a practical perspective, the research findings suggest that organisations can establish a safety net for effectively managing the harmful consequences of breach by increasing organisational-links and fit among their employees.

An employee who has a low level of awareness of how behaviours impact corporate reputation, and access to large online communities, could potentially expose the business to reputational risk. The vast number of individuals on these networks, combined with the low level of skill needed to publish on these sites, has resulted in comments and behaviours being amplified to a much greater audience. Employees and their behaviours represent the reality of the organisation to external stakeholders, and so offer a potential risk for reputational damage.This research used an online survey with Likert scales to test the hypotheses. The survey was sent out to a convenience sample, and then a snowballing technique was used to reach the employees within the identified companies.Managers and employees are equally aware of their impact on corporate reputation; however, they have a difference in opinion on what are acceptable topics to place in the public domain. A breach in the employee-employer psychological contract does not result in an increase in employee‟s willingness to post sensitive information in the public domain and employees are undecided as to how they feel about being prohibited from posting certain information in the public domain as an infringement of their person rights. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

No / This paper aims to investigate the role of work locus of control (WLOC) as a moderator of the relationship between employee wellbeing and organizational commitment. Design/methodology/approach The paper reports on a quantitative study of middle level executives from motor‐cycle manufacturing organizations based in Northern India. The focus of the paper is to examine the predictive ability of wellbeing and the moderating effect of WLOC in predicting organizational commitment. Findings The results suggest that wellbeing is negatively related to conditional continuance commitment, whereby employees consider the advantages associated with continued participation and costs associated with leaving, and normative commitment, whereby employees feel they have moral obligations to remain with the organization. The presence of an external WLOC has a positive impact on the relationship. Wellbeing, as represented by a hassle‐free existence, predicts positive affective commitment with a particular organization, and internal WLOC as represented by effort influences the relationship negatively. Research limitations/implications Although a cross‐sectional study, its findings have implications for contemporary leadership and organizational psychology research and practice, particularly with regard to understanding of employee commitment in a progressively changing environment. Originality/value Studies examining the role of WLOC as a moderator of the relationship between wellbeing and organizational commitment are limited particularly in the context of post‐liberalization, as is the case with the manufacturing industry in India.

Based on an intense small scale study which observed a small team of operations personnel who work in a telecommunications company within the oil industry, this thesis examined employee reactions to management communication. Employee interpretations and reactions after each communication from the management team were analysed as the ‘organisational story’ ‘unfolds’ from the ‘other side’ (i.e. employee perspective) instead of the rather usual/dominant one (i.e. managerial perspective). Behaviour was observed from an interactionist, interpretive and critical perspective and analysed in the light of several managerial and communication theories with the aim of critically examining the claims of the post-modern organisation theory (i.e. humanisation of work) and certain communication theories. An ethnographic approach, which enabled the researcher/participant to conduct participant observation in a real setting, ensured deep understanding of social situations and human actions. The results of this study suggest that upward communication is problematic due to the power settings that exist in organisations. Based on Goffman’s theory, it is suggested that employee ‘performance’ is affected by certain rules and conventions which shape organisational psychology and interpersonal relations. Therefore, the utopian claims of the post-modern organisation theory along with the rather simplistic assumptions of some of the literature on communication need to be re-evaluated and re-defined in the search for a more critical understanding of communication. This thesis concludes that contrary to the utopia of the post-modern organisation, the reality of organisational life and communication reflects the persistence of the modern organisation and the power structures which dominate it.

Quality management (QM) is a holistic management philosophy that emphasises the involvement of every employee at different levels of an organization to achieve customer satisfaction and improve organizational effectiveness through continuous process improvement. There has been a rising interest among service sector professionals in examining the applicability and usefulness of quality management methods in service organisations. Many service organisations that have implemented quality management has achieved substantial benefits, but it is clear that implementation initiatives in some organisations have failed to live up to expectations. These mixed results point to a need to identify the factors that lie behind the success and failures of quality management programs. Empirical research in this area is extremely limited. The results of the study point to the importance of the role of employee support and encouragement of departmental co-operation for the successful implementation of quality management programs. These factors were found to be important not only initially, but also throughout the whole implementation period of QM programs. Another interesting finding is the relationship between QM success and implementation issues concerning internal organisational communication, corporate cultural change, and internal marketing. Significant differences exist in the way that each of these factors are practised and emphasised across organisations. Respondents rated the way in which they drew upon the culture, communication pattern and other behaviour to promote QM within the organisation. They also rated how important they thought these various activities were. It was found when these factors were emphasised in QM programs the chance of successful implementation was increased. Implications for quality management professionals and suggestions for further research are discussed / Doctor of Philosophy (PhD)

Security breaches have attracted attention from corporations and scholars alike. The major organisations are determined to stop security breaches as they are detrimental to their success. Arguably the most common factor contributing to these breaches is employee behaviour, which suggests that changes in employee behaviour can have an impact on improving security. This research aims to study the critical factors (CFs) that impact on employee behaviours toward compliance with their organisation's information security policy. This investigation will focus on the various critical success factors based on their grouping into one of the following three major categories, namely: organisational factors, behavioural factors and training factors. Each of these categories affects a different aspect of information security and the objective is to not only understand the interaction of different factors but also to study further the aims in order to provide practical recommendations for improving organisational information security management. This study has utilised empirical research through the use of both qualitative and quantitative methodologies to inform each stage of the research. This study focused on the health, business and education sectors by empirically evaluating the obstacles and success factors that affect employee compliance to organisational security policies. In addition, this study also evaluated the affect of the socio-technical impact on organisational information security management. The final stage of the research focused on developing an effective training and awareness programme. This training programme was constructed by incorporating the techniques that were identified as enhancing employee perceptions, attitudes and motivations, in order to facilitate a better transference of skills and more sustainable and appropriate behaviours to improve organisational information security management in the workplace. The techniques utilised included: effective communication, knowledge reinforcement, pre- and post-assessment and motivational techniques.

Security breaches have attracted attention from corporations and scholars alike. The major organisations are determined to stop security breaches as they are detrimental to their success. Arguably the most common factor contributing to these breaches is employee behaviour, which suggests that changes in employee behaviour can have an impact on improving security. This research aims to study the critical factors (CFs) that impact on employee behaviours toward compliance with their organisation¿s information security policy. This investigation will focus on the various critical success factors based on their grouping into one of the following three major categories, namely: organisational factors, behavioural factors and training factors. Each of these categories affects a different aspect of information security and the objective is to not only understand the interaction of different factors but also to study further the aims in order to provide practical recommendations for improving organisational information security management. This study has utilised empirical research through the use of both qualitative and quantitative methodologies to inform each stage of the research. This study focused on the health, business and education sectors by empirically evaluating the obstacles and success factors that affect employee compliance to organisational security policies. In addition, this study also evaluated the affect of the socio-technical impact on organisational information security management. The final stage of the research focused on developing an effective training and awareness programme. This training programme was constructed by incorporating the techniques that were identified as enhancing employee perceptions, attitudes and motivations, in order to facilitate a better transference of skills and more sustainable and appropriate behaviours to improve organisational information security management in the workplace. The techniques utilised included: effective communication, knowledge reinforcement, pre- and post-assessment and motivational techniques.

There is scant research into the influence of leader or follower personality on the development of leader-member exchange quality (LMX; Dienesch & Liden, 1986; Gerstner & Day, 1997; Liden, Sparrowe, & Wayne, 1997, Harris, Harris, & Eplion, 2007). Furthermore, where such research has been undertaken, it has focused mostly on broad-trait based personality factors (such as the Big-Five; Phillips & Bedeian, 1994; Erdogan, Liden, & Wayne, 2006). There are strong theoretical grounds for expecting that more narrow and specific relationship-based personality assessments will provide superior prediction of LMX quality, and richer insights into the LMX development process. The current study draws on attachment theory (Bowlby, 1969/1982, 1973, 1980; Mikulincer & Shaver, 2007) to examine how individuals' dispositions relate to their LMX quality and two relationship-based aspects of work performance (organizational citizenship behaviour [OCB] and counterproductive work behaviour [CWB]). The moderating influence of emotion regulation and affectivity on these relationships was also explored. Data were collected from managers, front-line staff, and their co-workers at two Canadian hospitals. Emotion regulation (Gross, 1998a; Gross & John, 2003) was found to moderate the association between attachment and LMX. Additionally, in some instances leaders' trait affectivity interacted with emotion regulation to influence the impact of leader attachment on LMX quality. Theoretical and applied implications of these findings are discussed. / Thesis / Doctor of Philosophy (PhD)