Organisations are constantly undergoing major changes. These changes can have negative consequences on organisational functioning and employee well-being. It is therefore vital for organisations to focus on the elements of a healthy organisation so that a positive organisation can be built and the negative consequences avoided. A healthy organisation pays attention to six intenelated dimensions namely; organisational attributes, organizational climate, job design, job future, psychological work adjustment and negative outcomes (like that of turnover, absenteeism, alcohol and substance abuse, self-reported health, and psychological health). The objective of this study was to determine the relationship between leader empowering behaviour, role clarity, psychological empowerment, work engagement and intention to leave. A business unit consisting of managers, specialists, supervisors and administrative staff participated in this research. A cross-sectional design was used to attain the research objectives. The Leader Empowering Behaviour Questionnaire (LEBQ), the Measures of Role Conflict and Ambiguity Questionnaire (MRCAQ), Measuring Empowerment Questionnaire (MEQ), Utrecht Work Engagement Scale (U\VES), and Intention to Leave Scale (ILS) were administered for the study. The statistical analysis was carried out by utilising the SPSS program. Exploratory factor analysis indicated a three factor structure for LEBQ, a two factor structure for MRCAQ, a four factor structure for MEQ, a three factor structure for UWES and since ILS only consists of two items a factor analysis was not necessary. All the scales showed acceptable reliabilities. The results showed that leader empowering behaviour, role clarity and psychological empowerment predict engagement. Moderation effects showed that role clarity interacted with competence and meaning to affect employees' dedication, and role clarity interacted with the developing of employees (as a facet of leader empowering behaviour) to affect absorption. Finally, a regression analysis showed that work engagement predicts employees intention to leave. Once conclusions for the study were drawn, recommendations for the organisation as well as for future research were made. / Thesis (M.Comm. (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2010.

The teaching context in South Africa is continuously transforming. Consequently, there are numerous challenges that the educator has to face. Schools are challenged in ways that are different from private sector companies. Lack of resources and funds, teacher turnover, dealing with discipline, lack of learner motivation and self-esteem, racism, violence, antisocial behaviour, shortage of skilled personnel and educator strikes are some of the challenges in the educational environment. The education profession needs to re-think and re-design its existing management processes in order to retain staff. It can be expected that educators will be negatively influenced by the above challenges and will therefore express intentions to leave the profession. The ability of any school to achieve excellence will depend on the quality, level of competence and energy of the educators. The school requires motivated educators and should attract, develop, care for, retain and inspire the best people on a continuous basis. The school principal should be competent and willing to empower educators. Leadership empowerment behaviour and psychological empowerment could lead to lower levels of teachers' intention to leave. The aim of this research was to investigate the extent to which leader empowerment behaviour and psychological empowerment predict educators' intentions to leave the teaching profession in the Sedibeng West District of the Gauteng Province. The research method consisted of a literature study that served as the foundation of the empirical research. A cross-sectional survey design was used to achieve the research objectives. Three standardized questionnaires were used in the empirical study, namely the Leader Empowering Behaviour Questionnaire, Measuring Empowerment Questionnaire and Intention to Leave Questionnaire. The statistical analysis was conducted with the aid of the SPSS program. The statistical methods applied in the study consisted of factor analyses (validity), descriptive statistics, Cronbach alpha coefficients (reliability), correlations and regression analyses. Significant correlations were found between Leader Empowering Behaviour, Psychological Empowerment and Intention to Leave. Leader Empowering Development and Leader Empowering Decision predicted a high percentage of the variance in Psychological Empowerment. Leader Empowering Development and Leader Empowering Decision predicted 18% of the variance in Psychological Empowerment (Attitude). Leader Empowering Behaviour predicted 11% of the variance in Intention to Leave. When Influence was entered into the equation, 19% of the total variance in Intention to leave was predicted. Based on the results, recommendations were made for schools and for future research. Leadership and empowerment of educators are important challenges that influence Intention to Leave and that could ultimately reduce turn-over rates of talented people. The empowerment and retention of staff are not only important challenges for schools, but for the growth and prosperity of the country. This research will hopefully contribute in assisting other researchers to develop strategies for improving leader empowerment behaviour and educators' meaning of work. / Thesis (M.Ed. (Education Management))--North-West University, Vaal Triangle Campus, 2010.

With South Africa currently experiencing a skills shortage, companies need to take job insecurity, job satisfaction and social support into consideration as part of their retention strategy. There is also tremendous pressure being placed on organisations to improve their performance and to become increasingly competitive, which has resulted in job insecurity becoming a reality in South Africa. A petro-chemical company in South Africa was studied to determine the possible relationships between job insecurity, job satisfaction, social support, tenure, intention to leave and qualifications. The participants (N=l 84) included process controllers, senior process controllers, group leaders/foremen, section leaders and area leaders of various business units of the petro-chemical company. A quantitative study was conducted using a cross-sectional survey design. Self-administered questionnaires were used which included the Job Insecurity Questionnaire (JIQ), The Turnover Scale, Social Support and the Job Satisfaction Scale. The statistical analysis included descriptive statistics, factor analysis, Pearson product-moment correlation coefficients as well as MANOY A and structural equation modelling. The statistical analysis included descriptive statistics, factor analysis, Pearson product-moment correlation coefficients as well as MANOVA and structural equation modelling. Results indicated there was no correlation between job insecurity and tenure, nor between qualifications and job insecurity. It was concluded that lower job satisfaction resulted in higher job insecurity and that higher job satisfaction resulted in lower levels of intentions to leave. There was a positive correlation between social support and job satisfaction. With these results and the model developed it would be possible for the company to adjust their retention strategy to achieve optimal results. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2010.

The significant change that organisations must endure in order to survive, let alone prosper, has grown tremendously in the past two decades. The lack of talent, especially amongst the previously disadvantaged groups, is one of numerous challenges South African organisations are confronted with. Organisations are therefore required to determine indicators of intention to leave as it is argued to be the single most important predictor of actual quitting behaviour. Variables found to relate to intention to leave include a sense of powerlessness and a lack of engagement. The objective of this study is to determine the relationship between leadership empowerment behaviour, job insecurity, engagement and intention to leave in a petrochemical laboratory. The research method consisted of a brief literature review and an empirical study. A cross - sectional survey design was used. The entire population of employees working in a business unit of a petrochemical organisation, namely the Laboratory, was targeted. The Leader Empowering Behaviour Questionnaire, Job Insecurity Inventory, Utrecht Work Engagement Scale and two questions measuring intention to leave were used. In addition, a biographical questionnaire was administered. The statistical analysis was conducted with the aid of the SPSS programme. The statistical method employed in the study consisted of descriptive statistics, Cronbach alpha coefficients, Pearson product-moment correlation and a multiple regression analysis. Multivariate analysis of variance (MANOVA) was used to determine the significance of differences between the experience of leadership empowerment behaviour, job insecurity, engagement and intention to leave of demograpbic groups. Results indicated that leadership empowerment behaviour was negatively correlated with cognitive job insecurity and that a negative relationship existed between leadership empowerment behaviour and intention to leave. Leadership empowerment behaviour was found to be positively correlated with engagement. A positive relationship existed between cognitive job insecurity and affective job insecurity, as well as between cognitive job insecurity and intention to leave. Cognitive job insecurity was found to be negatively correlated with engagement. A negative relationship was established between engagement and intention to leave. All these correlations were found to be statistically and practically significant with a medium to large effect. Regression analysis indicated that leadership empowerment behaviour and affective job insecurity did not show a significant amount of predictive value towards intention to leave. Cognitive job insecurity and engagement were found to be indicators of intention to leave. With regards to experiencing leadership empowerment behaviour, engagement and intention to leave, no significant differences were found between demographic groups. Participants in middle non -management positions, however, experienced higher levels of affective job insecurity than those in senior management positions. Conclusions and limitations of the current research were discussed and recommendations for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2008.

Organisations are constantly undergoing major changes. These changes can have negative consequences on organisational functioning and employee well-being. It is therefore vital for organisations to focus on the elements of a healthy organisation so that a positive organisation can be built and the negative consequences avoided. A healthy organisation pays attention to six intenelated dimensions namely; organisational attributes, organizational climate, job design, job future, psychological work adjustment and negative outcomes (like that of turnover, absenteeism, alcohol and substance abuse, self-reported health, and psychological health). The objective of this study was to determine the relationship between leader empowering behaviour, role clarity, psychological empowerment, work engagement and intention to leave. A business unit consisting of managers, specialists, supervisors and administrative staff participated in this research. A cross-sectional design was used to attain the research objectives. The Leader Empowering Behaviour Questionnaire (LEBQ), the Measures of Role Conflict and Ambiguity Questionnaire (MRCAQ), Measuring Empowerment Questionnaire (MEQ), Utrecht Work Engagement Scale (U\VES), and Intention to Leave Scale (ILS) were administered for the study. The statistical analysis was carried out by utilising the SPSS program. Exploratory factor analysis indicated a three factor structure for LEBQ, a two factor structure for MRCAQ, a four factor structure for MEQ, a three factor structure for UWES and since ILS only consists of two items a factor analysis was not necessary. All the scales showed acceptable reliabilities. The results showed that leader empowering behaviour, role clarity and psychological empowerment predict engagement. Moderation effects showed that role clarity interacted with competence and meaning to affect employees' dedication, and role clarity interacted with the developing of employees (as a facet of leader empowering behaviour) to affect absorption. Finally, a regression analysis showed that work engagement predicts employees intention to leave. Once conclusions for the study were drawn, recommendations for the organisation as well as for future research were made. / Thesis (M.Comm. (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2010.

The teaching context in South Africa is continuously transforming. Consequently, there are numerous challenges that the educator has to face. Schools are challenged in ways that are different from private sector companies. Lack of resources and funds, teacher turnover, dealing with discipline, lack of learner motivation and self-esteem, racism, violence, antisocial behaviour, shortage of skilled personnel and educator strikes are some of the challenges in the educational environment. The education profession needs to re-think and re-design its existing management processes in order to retain staff. It can be expected that educators will be negatively influenced by the above challenges and will therefore express intentions to leave the profession. The ability of any school to achieve excellence will depend on the quality, level of competence and energy of the educators. The school requires motivated educators and should attract, develop, care for, retain and inspire the best people on a continuous basis. The school principal should be competent and willing to empower educators. Leadership empowerment behaviour and psychological empowerment could lead to lower levels of teachers' intention to leave. The aim of this research was to investigate the extent to which leader empowerment behaviour and psychological empowerment predict educators' intentions to leave the teaching profession in the Sedibeng West District of the Gauteng Province. The research method consisted of a literature study that served as the foundation of the empirical research. A cross-sectional survey design was used to achieve the research objectives. Three standardized questionnaires were used in the empirical study, namely the Leader Empowering Behaviour Questionnaire, Measuring Empowerment Questionnaire and Intention to Leave Questionnaire. The statistical analysis was conducted with the aid of the SPSS program. The statistical methods applied in the study consisted of factor analyses (validity), descriptive statistics, Cronbach alpha coefficients (reliability), correlations and regression analyses. Significant correlations were found between Leader Empowering Behaviour, Psychological Empowerment and Intention to Leave. Leader Empowering Development and Leader Empowering Decision predicted a high percentage of the variance in Psychological Empowerment. Leader Empowering Development and Leader Empowering Decision predicted 18% of the variance in Psychological Empowerment (Attitude). Leader Empowering Behaviour predicted 11% of the variance in Intention to Leave. When Influence was entered into the equation, 19% of the total variance in Intention to leave was predicted. Based on the results, recommendations were made for schools and for future research. Leadership and empowerment of educators are important challenges that influence Intention to Leave and that could ultimately reduce turn-over rates of talented people. The empowerment and retention of staff are not only important challenges for schools, but for the growth and prosperity of the country. This research will hopefully contribute in assisting other researchers to develop strategies for improving leader empowerment behaviour and educators' meaning of work. / Thesis (M.Ed. (Education Management))--North-West University, Vaal Triangle Campus, 2010.

With South Africa currently experiencing a skills shortage, companies need to take job insecurity, job satisfaction and social support into consideration as part of their retention strategy. There is also tremendous pressure being placed on organisations to improve their performance and to become increasingly competitive, which has resulted in job insecurity becoming a reality in South Africa. A petro-chemical company in South Africa was studied to determine the possible relationships between job insecurity, job satisfaction, social support, tenure, intention to leave and qualifications. The participants (N=l 84) included process controllers, senior process controllers, group leaders/foremen, section leaders and area leaders of various business units of the petro-chemical company. A quantitative study was conducted using a cross-sectional survey design. Self-administered questionnaires were used which included the Job Insecurity Questionnaire (JIQ), The Turnover Scale, Social Support and the Job Satisfaction Scale. The statistical analysis included descriptive statistics, factor analysis, Pearson product-moment correlation coefficients as well as MANOY A and structural equation modelling. The statistical analysis included descriptive statistics, factor analysis, Pearson product-moment correlation coefficients as well as MANOVA and structural equation modelling. Results indicated there was no correlation between job insecurity and tenure, nor between qualifications and job insecurity. It was concluded that lower job satisfaction resulted in higher job insecurity and that higher job satisfaction resulted in lower levels of intentions to leave. There was a positive correlation between social support and job satisfaction. With these results and the model developed it would be possible for the company to adjust their retention strategy to achieve optimal results. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2010.

Contemporary South African higher education institutions have undergone many drastic changes in recent years with regard to the demographic composition of students and organisational structures. Huge demands in terms of transformation have been placed on these institutions while they have simultaneously been transforming from former Technikons to Universities of Technology. This causes staff to be faced with major changes which affect all aspects of the institution. The objective of this research was to investigate whether role overload, job satisfaction and locus of control could be used to predict turnover intention of employees in a higher education institution. Further objectives included empirically determining whether locus of control had a mediating effect between role overload, job satisfaction and turnover intention. A cross-sectional survey design was used and an availability sample was taken from a South African higher education institution («=210). Five measuring instruments were administered as part of a larger questionnaire. Descriptive statistics were used to analyse the data and a series of regressions was used to test for the hypothesised mediating effect. The reliability coefficients obtained for the scales indicated that the Cronbach Alpha coefficients for qualitative role overload, job satisfaction and turnover intention were acceptable; however, those for quantitative role overload and locus of control were below the recommended cut-off mark. The results showed that there was a strong relationship between the dimensions of overload, indicating that the feeling of having too much to do in the time available is accompanied by the feeling that individuals do not have the skills to complete their required tasks. Furthermore, it was found that if employees feel that they have too much to do and that they do not possess the skills to complete tasks, they will be dissatisfied with their jobs. Both quantitative and qualitative role overload contributed to the participant's thoughts of leaving the institution and it was concluded that a satisfied employee is less likely to think of leaving the organisation. Locus of control had minimal relationships with quantitative and qualitative role overload, as well as with turnover intention. Locus of control was, however, found to be related to job satisfaction. Locus of control was found to be a poor predictor of turnover intention and did not mediate the relationship between role overload and job satisfaction on the one hand, and turnover intention on the other. It was concluded that job satisfaction was the strongest predictor of turnover intention. By way of conclusion, recommendations were made both for the organisation and for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Submitted by Oliveira Santos Dilzaná (dilznana@yahoo.com.br) on 2016-04-18T15:30:19Z No. of bitstreams: 1 Dissertação de Damar Sandbrand_Dissertacao.pdf: 1333601 bytes, checksum: aea739c283b100e40a4aa379e5b6e3dc (MD5) / Approved for entry into archive by Ana Portela (anapoli@ufba.br) on 2016-05-02T12:41:49Z (GMT) No. of bitstreams: 1 Dissertação de Damar Sandbrand_Dissertacao.pdf: 1333601 bytes, checksum: aea739c283b100e40a4aa379e5b6e3dc (MD5) / Made available in DSpace on 2016-05-02T12:41:50Z (GMT). No. of bitstreams: 1 Dissertação de Damar Sandbrand_Dissertacao.pdf: 1333601 bytes, checksum: aea739c283b100e40a4aa379e5b6e3dc (MD5) / The focus of the present study is to introduce into organizational researches a new psychometric scale that identifies the intention of an employee to leave the company he works for, based only on external and internal aspects to the organization (e.g. payroll, work and life balance); aspects that could stimulate a person to leave or remain in his/her current job. The Intention to Leave the Organization Scale (ILOS) was built with 31 items, using the Likert Scale model, ranging from 1 – Totally Disagree – to 6 – Totally Agree. All items of the ILOS referred to conditions that would influence the decision of an employee to leave his current organization, as for example, “I would move to another company if it was significantly larger than my current organization”. The instrument was distributed to 146 business employees of a same international company in the automotive field, located in over 46 countries. Participants were chosen randomly, despite their age, gender, business function or location. To be able to get to all participants, the questionnaire was introduced into an online platform – Google Docs - that enabled all answers to arrive anonymously and on time. The results were parted into five bigger groups of participants, based on other cross-cultural studies conducted in the organizational field. Those studies indicated a strong consistency between the cultural values of countries located in five main regions: Americas, Europe, Eastern-Europe, Africa and Asia. The reliability and validity of the scale were tested and approved, making the instrument a valid and useful tool for future researches. Beyond the possibility of using the ILOS as an organizational and academic instrument, the results acquired in this study can also be analyzed and used in future researches, especially the ones that are willing to make a comparison of the intention of an employee to leave his organization, cultural aspects he is surrounded, and the local labor market or economic situation.