Indiana University-Purdue University Indianapolis (IUPUI) / Workplace incivility has been shown to have negative organizational and individual effects on people who experience this low-intensity deviant behavior. Research has recently begun to look at incivility as a form of modern discrimination that may be used to target out-groups within organizations, where out-groups are broadly defined. The first goal of the current study was to examine the impact of incivility on work-linked couples. Second, the present study sought to determine the effect that experiences of WLC incivility had on individual and organizational outcomes: burnout, job satisfaction, and turnover intentions. Finally, although the outcomes of incivility have been well-established, the antecedents of this phenomenon have been examined considerably less. Therefore, the present study sought to examine and explain the relationship between a climate for formality, gender, and WLC incivility. To accomplish these goals a snowball sampling method was used to recruit a total of 86 participants for an online survey. Hierarchal regression and bootstrapping mediation were used to analyze the data. Results showed that WLC incivility was predictive of burnout, job dissatisfaction, and turnover intentions. Furthermore, both burnout and job satisfaction were shown to mediate the relationship between WLC incivility and turnover intentions. The theoretical and practical implications of these results are discussed as well as potential areas for future research.

Ce mémoire a pour objectif d’étudier la relation entre la culture organisationnelle et la violence au travail. Plus spécifiquement, les résultats permettent de déterminer comment la perception des cultures organisationnelles de type groupal, développemental, hiérarchique et rationnel de l’approche des valeurs concurrentes de Cameron et Quinn (1999) s’associent aux conflits interpersonnels et au harcèlement physique et sexuel dans les organisations. Les données proviennent de l’Étude SALVEO, menée par l’Équipe de recherche sur le travail et la santé mentale de l’Université de Montréal. À notre connaissance, aucune étude n’a étudié les perceptions des cultures organisationnelles globales des entreprises. Les études antérieures se sont intéressées à certains traits spécifiques des cultures, telles que l’acceptation, la tolérance et la banalisation de la violence, sans considérer intégralement la culture organisationnelle. Il est possible d’utiliser le modèle de Cameron et Quinn (1999) avec l’échelle de Marchand, Haines et Dextras-Gauthier (2013) pour mesurer la perception que les travailleurs se font de leur culture organisationnelle pour pouvoir les associer avec les niveaux de conflits interpersonnels et de harcèlement physique et sexuel par la suite. Les analyses multiniveaux de cette recherche ont révélé que la culture groupale s’associe à des niveaux plus bas de conflits interpersonnels et la culture développementale à des niveaux plus élevés. Bien que les résultats ne soient pas significatifs pour tous les types de culture organisationnelle, les entreprises qui adoptent des caractéristiques de la culture groupale, telles que le soutien social, la participation des travailleurs et la justice organisationnelle, semblent mieux prévenir le phénomène de la violence au travail. D’autre part, l’intégration d’un grand nombre de variables contrôles a permis de déterminer que les facteurs individuels et organisationnels les plus associés à la violence sont : le fait d’être une femme, d’être jeune, d’être syndiqué, l’effort au travail et l’injustice organisationnelle. / This master’s thesis aims to study the relation between the organizational culture and workplace violence. More specifically, the results allow us to determine how the organizational culture of groupal, developmental, hierarchical and rational type of the competing values framework of Cameron and Quinn (1999) joins the interpersonal conflicts and physical or sexual harassment in organizations. The data results come from the SALVEO surveys led by the research team on work and mental health of University of Montreal (ERTSM). Most studies were interested in some specific features of culture, such as the acceptance and tolerance of violence without considering the organizational culture. It is possible to use the model of Cameron and Quinn (1999) with the Marchand, Haines and Dextras-Gauthier scale (2013) to calculate the perception that the workers have of their organizational culture to be able to measure them with the levels of interpersonal conflicts and physical or sexual harassment afterward. Multilevel analyses revealed that the perception of the groupal culture shows lower levels of interpersonal conflicts and the developmental culture, higher levels. Although the results are not significant for all types of organizational culture, companies which adopt the characteristics of the groupal culture, such as social support, workers participation and organizational justice, seem to better prevent the phenomenon of workplace violence. Moreover, the integration of a large number of control variables allows us to determine that the individual and organizational factors that are most associated with violence are : being a woman, being young, being a member of a union, having a work overload and the presence of organizational injustice.

Ce mémoire a pour objectif d’étudier la relation entre la culture organisationnelle et la violence au travail. Plus spécifiquement, les résultats permettent de déterminer comment la perception des cultures organisationnelles de type groupal, développemental, hiérarchique et rationnel de l’approche des valeurs concurrentes de Cameron et Quinn (1999) s’associent aux conflits interpersonnels et au harcèlement physique et sexuel dans les organisations. Les données proviennent de l’Étude SALVEO, menée par l’Équipe de recherche sur le travail et la santé mentale de l’Université de Montréal. À notre connaissance, aucune étude n’a étudié les perceptions des cultures organisationnelles globales des entreprises. Les études antérieures se sont intéressées à certains traits spécifiques des cultures, telles que l’acceptation, la tolérance et la banalisation de la violence, sans considérer intégralement la culture organisationnelle. Il est possible d’utiliser le modèle de Cameron et Quinn (1999) avec l’échelle de Marchand, Haines et Dextras-Gauthier (2013) pour mesurer la perception que les travailleurs se font de leur culture organisationnelle pour pouvoir les associer avec les niveaux de conflits interpersonnels et de harcèlement physique et sexuel par la suite. Les analyses multiniveaux de cette recherche ont révélé que la culture groupale s’associe à des niveaux plus bas de conflits interpersonnels et la culture développementale à des niveaux plus élevés. Bien que les résultats ne soient pas significatifs pour tous les types de culture organisationnelle, les entreprises qui adoptent des caractéristiques de la culture groupale, telles que le soutien social, la participation des travailleurs et la justice organisationnelle, semblent mieux prévenir le phénomène de la violence au travail. D’autre part, l’intégration d’un grand nombre de variables contrôles a permis de déterminer que les facteurs individuels et organisationnels les plus associés à la violence sont : le fait d’être une femme, d’être jeune, d’être syndiqué, l’effort au travail et l’injustice organisationnelle. / This master’s thesis aims to study the relation between the organizational culture and workplace violence. More specifically, the results allow us to determine how the organizational culture of groupal, developmental, hierarchical and rational type of the competing values framework of Cameron and Quinn (1999) joins the interpersonal conflicts and physical or sexual harassment in organizations. The data results come from the SALVEO surveys led by the research team on work and mental health of University of Montreal (ERTSM). Most studies were interested in some specific features of culture, such as the acceptance and tolerance of violence without considering the organizational culture. It is possible to use the model of Cameron and Quinn (1999) with the Marchand, Haines and Dextras-Gauthier scale (2013) to calculate the perception that the workers have of their organizational culture to be able to measure them with the levels of interpersonal conflicts and physical or sexual harassment afterward. Multilevel analyses revealed that the perception of the groupal culture shows lower levels of interpersonal conflicts and the developmental culture, higher levels. Although the results are not significant for all types of organizational culture, companies which adopt the characteristics of the groupal culture, such as social support, workers participation and organizational justice, seem to better prevent the phenomenon of workplace violence. Moreover, the integration of a large number of control variables allows us to determine that the individual and organizational factors that are most associated with violence are : being a woman, being young, being a member of a union, having a work overload and the presence of organizational injustice.

By following a climate-friendly diet, consumers have the potential to reduce climate change. However, despite the growing awareness of the climate-friendly food options that are available, consumers still choose foods with a high carbon footprint. Following a survey design, this study aimed to determine the extent to which four psychological processes (denial, conflicting goals and aspirations, tokenism, and interpersonal influence) limit consumers’ climate-friendly food choices in South Africa. Data were collected from 151 participants using the Climate-friendly Food Choices Scale and the Psychological Barriers Scale. Regression analysis indicated that conflicting goals and aspirations and denial were the two main psychological barriers to climate-friendly food choices. Overall the barriers were negatively associated with climate-friendly food choices. Gender did not produce a significant effect in the study. Different age groups varied with regards to the extent to which they experienced the psychological barriers, but they did not differ significantly with regards to how often they made climate-friendly food choices. / Psychology / M.A. (Psychology)

本研究乃在探討個人內在衝突、人際衝突、個人生涯規劃的瞭解程度以及生涯發展效能之間的關係，並提出衝突管理的技巧與方法以做為個人生涯規劃時的技術之一。 　　本文共分為六章，第一章為「緒論」，說明本文之研究緣起與研究目的、研究範圍、研究方法與研究限制、及重要名詞界定。 　　其次，本文採文獻探討法與問卷調查法，在文獻探討方面，於第二章為「生涯發展的理論基礎與相關文獻」，將說明生涯發展理論的概況、生涯發展的理論與模型、生涯發展的階段與任務以及生涯發展的效能。第三章為「衝突管理的理論基礎及其應用」，探討衝突管理的基本內涵、衝突管理的理論與模型、衝突管理的方法與技巧。 　　再者，在問卷調查方面，本研究之抽樣對象為財政部賦稅署、高雄市國稅局、臺灣省南區國稅局、台北市稅捐稽徵處及花蓮縣稅捐稽徵處等五個機關，總計531位稅務人員。研究量表為筆者自行編製，主要的變項為個人內在衝突、人際衝突、個人生涯規劃的瞭解程度以及生涯發展效能四大部份，資料分析方法則採次數分配、t考驗、變異數分析、相關分析及迴歸分析等方法。這些內容皆於第四章「實證研究調查與設計」中，分為相關研究與本文研究架構及假設、研究對象的探討、研究工具及樣本特性、及資料分析方法四節說明之。 　　再次，於第五章「研究結果分析與討論口說明本研究的結果，而本文的研究發現可歸納為以下數點： 　　1.男性、已婚者、主管人員、年齡較長者、服公職年資較久者、及簡任官等人員對生涯規劃的瞭解程度較高。 　　2.女性、未婚，在目前機關任職五年以下者、及委任官等人員之「個人一角色的衝突」較高。 　　3.年齡較輕者與服公職年資較短者，其個人的內在衝突較高。 　　4.男性、主管人員、年齡較輕者、服公職年資較短者、及薦任官等人員，對人際衝突處理風格較偏向採取「整合」的方法。 　　5.男性、已婚、主管人員、年齡較長者、服公職年資較久者、監察政風人員、官等較高者、及花蓮縣稅捐稽徵處人員，其生涯發展的效能較高。 　　6.個人生涯規劃瞭解程度與個人內在衝突、人際衝突的處理風格及生涯發展效能的相關性，分別呈負相關、正相關及正相關。 　　7.個人內在衝突與人際衝突的處理風格、及與生涯發展效能的相關性，皆呈現負相關。 　　8.「整合」、「專斷」及「妥協」等人際衝突的處理風格與生涯發展效能呈現正相關。 　　9.個人的生涯規劃瞭解程度、個人內在衝突及人際衝突對生涯發展效能的預測力不盡理想。 　　10.在本研究中，稅務人員人際衝突的處理風格僅出現四種，亦即整合、謙恭、專斷、及妥協四種風格。 　　最後，第六章「結論」將綜合前述的研究結果加以討論，並就理論探討與實証研究部份提出研究建議。

Conflict is an inevitable occurrence in any human interaction setting and organisations are no exception. Communication is an essential an important aspect of conflict. People run organisations and without interaction through communication, organisational existence would be next to impossible. This dissertation aims to explore the role of interpersonal communication in managing peer co-worker conflict in a Non-Governmental organisation, SILC KENYA, Eldoret. This study adopted a qualitative case study. Semi-structured face-to-face interviews were conducted to collect data from fifteen employees of the same hierarchical level. The study revealed various causes of conflict amongst the peer co-workers. Exchange of resources amongst peer co-workers was seen to better interpersonal relations in the workplace and it was further noted that interpersonal communication plays an important role in conflict management. The study recommends that peer co-workers should be equipped with interpersonal communication skills through frequent teambuilding activities and training workshops to aid in conflict management. / Communication Science / M. A. (Communication Science)

This study investigated the effect of cross-cultural differences on conflict episodes in a multicultural organisation in South Africa. The sample consisted of seven people, who represented six cultures. The phenomenological method of inquiry was used. Following the data collection process, the researcher identified the sources of conflict, then determined the qualities of leadership which aid in minimizing conflict. The five conflict management strategies were discussed, with further exploration into the use of confrontation and mediation. The researcher believes that the framework for describing conflict management strategies may need to be expanded as cross-cultural interaction is better understood. Finally, the study explored the positive and negative outcomes of conflict. Although many conflicts are costly to an organisation, some conflicts may assist people in cross-cultural understanding. Because diversity is becoming a more pressing issue in the 21st century, most people and organisations are facing the need to effectively communicate cross-culturally. The researcher recommends a three stage diversity training programme, which begins with new employees, then includes all employees and, finally, becomes an ongoing learning process in the organisation. / Education management / M.Ed.(Management)

Job insecurity in the workplace has become an increasingly important trend in organisational research. The appraisal of job insecurity by individuals plays a significant part in how reactions manifest in the experiences of workplace stressors, job satisfaction, positive and negative work attributes and social support. However, there is a lack of research regarding specific workplace stressors at work leading to certain outcomes like safety behaviour, turnover intention and mental health, especially within a South African working context. Job insecurity has also been classified as a workplace stressor. The existence of other stressors tends to increase the ultimate effect of insecurity for the individual. The attempts from organisational management to manage this phenomenon are therefore crucial in decreasing the negative effects of job insecurity and increasing the productivity of the organisation. In order to measure the job insecurity levels of employees, it is important to make use of valid and reliable job insecurity measures. An absence of empirical research on validity and reliability studies in terms of job insecurity in South African is evident. The main objectives of this research were: 1) to establish the psychometric properties of a measure of job insecurity in a selected gold mining company in South Africa; 2) to determine the influence of job insecurity and work stress (i.e. role conflict, clarity and overload) on worker safety performance and if coping could moderate this; 3) to investigate the theoretical and empirical relationships between job stressors (task completion ambiguity and task quality ambiguity), competency demands, employability perceptions, job satisfaction and turnover intention over time, and 4) to investigate if social support has a mediating effect between positive interpersonal attributes, negative interpersonal attributes, job insecurity and subsequent health. To achieve the first objective, a cross-sectional design was used (N = 566), including various business units of a South African-based gold mining company. The assessment of the psychometric properties of a measure of quantitative and qualitative job insecurity for employees was determined through construct (structural) equivalence, exploratory factor analysis and multivariate analysis of variance to calculate the comparison of the factor structure for the different cultural groups. For qualitative job insecurity, the scale shows low equivalence for the African languages group. Statistically significant differences were found between the levels of job insecurity of employees in terms of gender. The second objective, concerning the investigation into the relationship of work stress and job insecurity with unsafe behaviour at work, was achieved with across-sectional survey design (N = 771). The hypothesised model included the influence of role conflict, role ambiguity, role overload, and job insecurity on unsafe work behaviour. Coping was introduced as a moderator in this relationship. The results indicated that when employees experience work stress and job insecurity, their safety compliance is low. This relationship was also moderated by a coping strategy of Avoidance. To achieve the third objective, a longitudinal study was conducted and data was gathered by means of an electronic survey, with 771 employees participating at Time 1, and 345 participating at Time 2. Results for predicting employees’ turnover intentions, experience of task completion and quality ambiguity, external employability and job satisfaction made a direct contribution in predicting their turnover intention. No mediating role of job satisfaction between job stressors, competency demands and employability perceptions on the one hand and turnover intentions on the other hand, were found. Addressing the fourth objective in investigating the moderating role of social support between the relationship of experiencing positive interpersonal (communication with the manager and feedback), negative interpersonal experiences (powerlessness and interpersonal conflict), job insecurity (quantitative and qualitative) and health, was met with a longitudinal random sample of employees in different business units in one selected multi-national mining company based in South Africa (N = 771). Results for these employees indicated that all the proposed variables, except feedback from the manager, were statistically significantly related to health. No moderating effect for social support could be found over time, but it was shown that interpersonal conflict at work is a longitudinal predictor of employee health. By way of conclusion, the implications of the research were discussed and recommendations for managers and for future research were made. / Thesis (PhD (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013.

Job insecurity in the workplace has become an increasingly important trend in organisational research. The appraisal of job insecurity by individuals plays a significant part in how reactions manifest in the experiences of workplace stressors, job satisfaction, positive and negative work attributes and social support. However, there is a lack of research regarding specific workplace stressors at work leading to certain outcomes like safety behaviour, turnover intention and mental health, especially within a South African working context. Job insecurity has also been classified as a workplace stressor. The existence of other stressors tends to increase the ultimate effect of insecurity for the individual. The attempts from organisational management to manage this phenomenon are therefore crucial in decreasing the negative effects of job insecurity and increasing the productivity of the organisation. In order to measure the job insecurity levels of employees, it is important to make use of valid and reliable job insecurity measures. An absence of empirical research on validity and reliability studies in terms of job insecurity in South African is evident. The main objectives of this research were: 1) to establish the psychometric properties of a measure of job insecurity in a selected gold mining company in South Africa; 2) to determine the influence of job insecurity and work stress (i.e. role conflict, clarity and overload) on worker safety performance and if coping could moderate this; 3) to investigate the theoretical and empirical relationships between job stressors (task completion ambiguity and task quality ambiguity), competency demands, employability perceptions, job satisfaction and turnover intention over time, and 4) to investigate if social support has a mediating effect between positive interpersonal attributes, negative interpersonal attributes, job insecurity and subsequent health. To achieve the first objective, a cross-sectional design was used (N = 566), including various business units of a South African-based gold mining company. The assessment of the psychometric properties of a measure of quantitative and qualitative job insecurity for employees was determined through construct (structural) equivalence, exploratory factor analysis and multivariate analysis of variance to calculate the comparison of the factor structure for the different cultural groups. For qualitative job insecurity, the scale shows low equivalence for the African languages group. Statistically significant differences were found between the levels of job insecurity of employees in terms of gender. The second objective, concerning the investigation into the relationship of work stress and job insecurity with unsafe behaviour at work, was achieved with across-sectional survey design (N = 771). The hypothesised model included the influence of role conflict, role ambiguity, role overload, and job insecurity on unsafe work behaviour. Coping was introduced as a moderator in this relationship. The results indicated that when employees experience work stress and job insecurity, their safety compliance is low. This relationship was also moderated by a coping strategy of Avoidance. To achieve the third objective, a longitudinal study was conducted and data was gathered by means of an electronic survey, with 771 employees participating at Time 1, and 345 participating at Time 2. Results for predicting employees’ turnover intentions, experience of task completion and quality ambiguity, external employability and job satisfaction made a direct contribution in predicting their turnover intention. No mediating role of job satisfaction between job stressors, competency demands and employability perceptions on the one hand and turnover intentions on the other hand, were found. Addressing the fourth objective in investigating the moderating role of social support between the relationship of experiencing positive interpersonal (communication with the manager and feedback), negative interpersonal experiences (powerlessness and interpersonal conflict), job insecurity (quantitative and qualitative) and health, was met with a longitudinal random sample of employees in different business units in one selected multi-national mining company based in South Africa (N = 771). Results for these employees indicated that all the proposed variables, except feedback from the manager, were statistically significantly related to health. No moderating effect for social support could be found over time, but it was shown that interpersonal conflict at work is a longitudinal predictor of employee health. By way of conclusion, the implications of the research were discussed and recommendations for managers and for future research were made. / Thesis (PhD (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013.

This study investigated the effect of cross-cultural differences on conflict episodes in a multicultural organisation in South Africa. The sample consisted of seven people, who represented six cultures. The phenomenological method of inquiry was used. Following the data collection process, the researcher identified the sources of conflict, then determined the qualities of leadership which aid in minimizing conflict. The five conflict management strategies were discussed, with further exploration into the use of confrontation and mediation. The researcher believes that the framework for describing conflict management strategies may need to be expanded as cross-cultural interaction is better understood. Finally, the study explored the positive and negative outcomes of conflict. Although many conflicts are costly to an organisation, some conflicts may assist people in cross-cultural understanding. Because diversity is becoming a more pressing issue in the 21st century, most people and organisations are facing the need to effectively communicate cross-culturally. The researcher recommends a three stage diversity training programme, which begins with new employees, then includes all employees and, finally, becomes an ongoing learning process in the organisation. / Education management / M.Ed.(Management)