M.Comm. / The global environment is changing drastically and companies need to respond to this change in order to survive. The concept of shared services has seen its boom in the market as one of the measures to adapt to the ever changing global environment. With the strengthening of the global economy, corporations implement shared services to enhance their competitive advantage. Shared services are implemented for various reasons inclusive of quality, cost, time and economies of scale. The result is changes in processes, technology and culture / people. Change is not easy. People resist as it impacts on culture i.e. the way they currently operate. The introduction of shared services is no different. The changes it leads to create a sense of discomfort thereby leading to resistance. It is, thus, of critical importance to manage the transition of people from the current to the future culture. It has been evident that the softer side of change (people) is the most neglected area when managing change. The study focuses on change management to transform people’s attitudes and behaviours from a functional culture to a service oriented culture. The researcher identified this transition as not successful when introducing shared services, and this forms the research problem. The study is qualitative and exploratory in design with the aim of identifying change management tools and techniques in the implementation of shared services. Various tools have been identified with communication being the most critical tool in managing change. The conclusion drawn is that focus should not only be on the technical areas of change, but involve people as well. No change can be successful without the involvement of the people that are expected to implement it, no matter how sophisticated the processes or technology is.

The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.

This case study was written within the broader concept of Organisational Culture and how it is integrated into an organisation to encourage responsible leadership. The core focus and emphasis of this approach is to establish the implications for businesses operating in the most challenging of commercial environments, while adhering to their corporate ethos and organisational values. These may be summarised with the phrase: Only a clean business is a sustainable business. This dissertation is intended to act as a case study and resource aide for the teaching of leadership, organisational behaviour, human resources and business sustainability. The study is about the Afghanistan chapter of the global giant Siemens, which has been working in many areas of specialisation conducting business in the country for more than 75 years. It has been selected for this case study because of its long-term impressive record, during which time it has developed and sustained a reputation as an organisation with a much-admired organisational culture, and one to which employees feel very closely attached and connected. This case study evolved from a set of unique as well as difficult circumstances. In Afghanistan, where infrastructure is weak, businesses and other structured organisations are in their initial and immature stages of development, and employee attachment to their workplaces is relatively weak. In the case of Siemens however, it has been much the opposite. It became apparent over a protracted period of time that the relationship of employees to the company was clearly of a positive and committed nature, unlike the general perception stemming from other multinational organisations operating within the country. Many business organisations in Afghanistan tend to emphasise to a lesser degree some modern-day practices of employer-employee relationships, which negatively affect motivation and commitment. The study grew out of the observations that employees of Siemens on the other hand, seemed to exhibit attitudes and commitments contrary to the general trend in the wider business sector. This project began with the intention to identify those factors contributing to employee loyalty and strong attachments to an organisation. Subsequently, the same findings were used to identify the traits and particular features working within the organisational environment.

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.

Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.

This study investigates the potential impact of organizational variables on the service recovery performance of frontline employees, and the impact of successful service recovery on frontline employees’ job satisfaction and intensions to resign. Data obtained from a survey of frontline employees working in several banks in two cities in Western Turkey serve as the study setting. Results and their implications are discussed.

The study of interpersonal relationships continues to be a major focus of theory and research in a wide array of disciplines. The present research examined one of the most prevalent and significant interpersonal relationships in the workplace context—the dyadic relationship between a supervisor and a subordinate. This research examined the relationships between trust, quality of the leader-member exchange relationship (LMX; a measure of the quality of the dyadic relationship), perceived organizational justice, and several employee attitudes and behaviors that are important to individual workers and the organizations in which they work. Data were collected in both laboratory and field settings. The laboratory setting allowed for the manipulation of organizational justice, which permitted inferences regarding the causal effects of organizational justice on the relationships between trust and LMX and the outcome variables examined. The field setting allowed for the testing of the hypothesized relationships in a “real world” environment in which external contextual factors (e.g., industry and organizational differences) were naturally controlled. Two-hundred and twenty-three currently employed undergraduate students participated in the laboratory study. In the field study, data were collected in a Fortune 500 company from 113 subordinates and their supervisors. Results from both studies indicated that perceptions of trust in one's supervisor were strongly related to LMX. Importantly, in the field study, quality of the dyadic relationship was modeled as an emergent property of the perceptions of both subordinates and supervisors. Perceptions of LMX were related to a sense of overall fairness, which was jointly determined by procedural and distributive justice. Perceptions of overall fairness were related to job satisfaction, intention to quit, organizational commitment, in-role job performance, organizational citizenship behavior, and organizational retaliatory behaviors. Additionally, results of the laboratory study indicated that established perceptions of trust in one's supervisor and LMX were adversely affected by violations of either procedural or distributive justice. This adverse effect was greatest when both procedural and distributive justice were low. The theoretical and practical implications of the research are discussed.

It has been of some interest to the profession of social work that eligible persons underutilize or fail to use social services and benefits to which they are legally entitled. A number of different reasons have been cited in the social work literature and otherwise generally accepted within the ranks of the social work profession as possible or probable causes of underutilization or lack of use. The variety of reasons includes client lack of knowledge about programs, lack of motivation on the part of eligible clients to apply for benefits and services, client unawareness about legal recourse in securing services, and the like. Other reasons are related to the stigmatizing nature of services, including the effects of means testing, particularly in programs such as the food stamp program and public welfare. We have assumed for some time that the means test has an inherently stigmatizing quality--indeed, the means test has long taken the blame for being the main source of stigma in the social services. Bentrup (1964), Titmuss (1968), and others have called for the complete elimination of means testing in relief programs, to be replaced by negative income tax programs, needs tests, and various other methods of detennining eligibility and providing services and benefits to poor people in a non-stigmatizing manner.

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The objectives of the study were (1) to determine the relationship between career adaptability (measured by the Career Adapt-Abilities Scale) and employee engagement (measured by the Utrecht Work Engagement Scale), and (2) to determine whether age, race, gender and tenure groups differ significantly regarding career adaptability and employee engagement. A quantitative survey was conducted on a convenience sample (N = 131) of employees within a business unit of a large insurance company in South Africa. Correlational and inferential statistical analyses revealed significant relationships between career adaptability and employee engagement as well as significant differences between age and race groups on some dimensions of the constructs. These findings contribute valuable insight and knowledge to the field of Organisational Psychology and Career Psychology that can be applied in engagement strategies as well as in career guidance and counselling. The study concluded with recommendations for future research and practice. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)