published_or_final_version / Business Administration / Master / Master of Business Administration

This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced.

The purpose of this case study, HRD—Leadership Training for Women on the Lower Rungs of the Organizational Ladder: A Qualitative Study, was to determine the responses of a group of women to a series of classes on leadership development and to perceive what they might have gained from this experience. These classes were modeled after those offered by the Academy for Community Leadership and offered to a group of workers who are not normally slated for this type of training. This study addressed the following research questions: 1. Given completion of an eight-week program introducing leadership skill enhancement opportunities, how did the participants describe this experience? 2. At the conclusion of the training, what types of leadership opportunities did participants express an interest in pursuing? 3. What barriers did participants note that might prevent them from pursuing their interests? 4. What unexpected outcomes emerged from providing the Academy for Community Leadership model of curriculum to women who typically do not have access to it? The participants in the study were Residential Assistants working in a group home setting for an organization that provides residential services for adults with intellectual disabilities/developmental disabilities in east central Indiana. The women in the study did not hold a designated leadership position. Through a series of eight two-hour classes the participants were introduced to various topics related to leadership such as leadership styles, teambuilding, workplace diversity, problem solving, communication and action plan development. The data collection methods included a weekly evaluation, journaling, non-participant observation and a post-session interview. The results revealed that the participants had increased their self confidence, and they felt better prepared to do their current job. They expressed aspirations to continue their education as well as to seek promotions. They came to understand the qualities of leadership that they already possessed as well as areas for improvement. The results of this qualitative study suggest that leadership training should be offered to groups such as CNAs, direct support professionals and others on the lower rungs of the organizational ladder who are not typically offered this type of training. / Department of Educational Studies

This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced. / Business, Sauder School of / Graduate

Doctorat en sciences psychologiques / info:eu-repo/semantics/nonPublished

The number of students with learning disabilities entering the higher education system in South Africa is increasing dramatically. At the same time, the misconceptions about disabilities can have distressing consequences for disabled students. A thorough understanding of current staff attitudes and knowledge of learning disabilities will assist when setting up interventions aimed at improving perceptions. This qualitative, phenomenological case study uses the bio-psycho-social model of disability to explore staff perceptions at the University of the Witwatersrand. Interviews with staff members showed that a wide range of opinions and attitudes exist. Although perceptions varied between participants, the main findings indicated that they presented a poor understanding of what disability, and in particular, learning disability means. The conclusion was drawn that Wits University should be proactive in empowering their staff by providing them with opportunities to learn about disabilities. This investment in staff development should ultimately lead to a richer campus life where all students feel welcome. / Educational Studies / M. Ed. (Adult Education)

The dissertation discusses the impact of change management during the implementation of an IT system. The theoretical part of the dissertation is aimed at gaining information about human performance, and the implications during the implementation of the system, and also post-implementation. Literature suggests that the human factor is the key to the successful implementation of system projects. The study, which is qualitative in nature, makes use of face-to-face interviews for the collection of evidence, as well as questionnaires as add-on tools to support the underlying constructs and research questions posed within the study. The use of data obtained from the research interviews, as well as survey data, has provided the research study with the necessary validity, reliabilityand trustworthy data to support the research results, findings – and to be able to make some recommendations. The reason for the failure of system implementation projects is often due to poor implementation during the project. It is important to place the importance of people on a par with technology and processes. A holistic approach would be the most likely to result in the acceptance – and the efficient and effective use of the implemented system. Communication, training and management participation are common means of addressingany fears of change, and to build trust. This information should be utilised by project teams during implementation projects, as it should help to provide the necessary framework to ensure the success of the change initiatives. / Human Resource Management / M. Tech. (Human Resource Management)

The number of students with learning disabilities entering the higher education system in South Africa is increasing dramatically. At the same time, the misconceptions about disabilities can have distressing consequences for disabled students. A thorough understanding of current staff attitudes and knowledge of learning disabilities will assist when setting up interventions aimed at improving perceptions. This qualitative, phenomenological case study uses the bio-psycho-social model of disability to explore staff perceptions at the University of the Witwatersrand. Interviews with staff members showed that a wide range of opinions and attitudes exist. Although perceptions varied between participants, the main findings indicated that they presented a poor understanding of what disability, and in particular, learning disability means. The conclusion was drawn that Wits University should be proactive in empowering their staff by providing them with opportunities to learn about disabilities. This investment in staff development should ultimately lead to a richer campus life where all students feel welcome. / Educational Studies / M. Ed. (Adult Education)

This thesis is an investigation of the call centre labour process focusing on both the way work is organised and experienced by the operators and the management of employee relations inside a local government workplace – The City of Johannesburg (COJ) Call Centre. The City of Johannesburg is used to understand labour process dynamics in local government. Johannesburg was recently named the ‘World’s Second Most Inspiring City’ (by Global City Index, 2014) possessing economic and political influence within and around South Africa. Johannesburg is the economic hub of the country, contributing nine per cent to the South African GDP. But it needs to be emphasised that the focus of this thesis is on the labour process rather than the City of Johannesburg. The nature of work in the COJ local government call centre involves answering calls about water, electricity, refuse removal, accounts and other general municipal services. The government’s objective was to have a more customer centred service delivery plan in compliance with the Batho Pele (People first) framework (RSA, 1997, White Paper on Local Government). This resulted in a shift in the government ‘mantra’ and philosophy from viewing Johannesburg residents as customers rather than citizens. This shift from public administration to New Public Management (NPM) has meant the introduction of private sector business principles into public services. This seeks to improve organisational and individual performance to enhance service delivery within South African municipalities. This is also meant to promote responsive and performance management culture. The study uses Labour Process Theory set out in Labour and Monopoly Capital (LMC-1974) by Harry Braverman to argue for the need to contextualise the labour process debate within the socio-political understanding of work in South Africa. In developing the argument about the narrow analysis of public sector call centres based on economic lines I have reviewed literature on call centres which is influenced by Michel Foucault and Harry Braverman to understand the public sector call centre labour process. Inspired by Adesina (2002) and Mafeje (1981) this study uses a ‘complementarity’ approach to knowledge. This means the local context tends to complement the global trends though not without contradictions within the local context. The case study approach was used for in-depth analysis of the local context through different methods (semi-structured interviews, focus group discussions, observations and survey questionnaires) to collect data from different stakeholders within the City of Johannesburg between 2010 and 2013. The concept of a ‘(dis)connecting city’ is fitting for the COJ as this city connects the rest of Sub-Saharan Africa and South Africa to the world through its commerce and political influence. Based on the challenges experienced in this local government call centre I attempt to show the the politicised nature of the public sector call centre labour process. I use the differential power relations in the frontline between customer and Joburg connect workers to illustrate this point. The lack of emphasis on the politicised nature of public sector call centres within literature is informed by the de-contextualised nature of these call centres. In the end, I argue that public sector call centre labour process is multilayered, contradictory and complicated because of these workers’ role as citizens, customers, community members and service providers from a politicised community environment.