In the rapid improvement of network communication, some phenomena are been changing and multi working style is one of them. This study focus on ¡uTeleworkig¡vthat is one of the new working style. The concept of global village has been made under the process of globalization. Furthermore, the relationship between Taiwan and China becomes closer and how to manage the employees more flexible, using telework for Taiwanese corporations might be a good time now. How to select the suitable person as teleworker is what this study wants to discuss. The samples were from the social networking of author of this study via internet to collect the questionnaire. These samples did not limit in industry¡Bbusiness style or position and there were 105 valid questionnaires collected. Via the data of collected questionnaires to analysis what kind of industry¡Bbusiness style and position are suitable for teleworking and try to find the relationship between teleworking and job performance. The discussion of this study is how to select the suitable person as teleworker and also has good job performance then to discuss the possibility of promoting the teleworking. This study used three relative constructs of personality such as job autonomy¡Bgeneral cognitive ability and job motivation to discuss the influence with teleworking and job performance. This study was discovered job autonomy and job motivation are positive influence to job performance, but not general cognitive ability. Meanwhile, there was no obvious relationship between teleworking and job performance. For corporations, people who have higher job autonomy and job motivation are the basic requirement to recruit the employees. It would succeed to run teleworking easily if the employees have these two personalities.

The success of the future for South African organisations relies heavily on its leadership, rather than on its management. Transformational leadership is critical to modem business, especially within the South African context. Transformational leadership is essentially about instilling a sense of purpose. in those who are led, and encouraging commitment by empowering employees through growth and development. This enables employees the opportunity to adapt and grow within organizations. The leader promotes change by creating a motivational climate which enhances growth, development, commitment, goal achievement and enjoyment. In order to facilitate the requirements of such an environment the employee needs social support that would enable job autonomy and ultimately job satisfaction. The objective of this study was to investigate the moderating effect of social support between job autonomy and job satisfaction, and to see if job satisfaction of employees in a large banking group can be predicted by their experience of job autonomy and social support in the workplace. The study was conducted within one of South Africa's leading financial institutions. In order to achieve the study objectives, data was collected from a sample (n=178) which consisted of employees ranging from junior management (CIT levels) to middle management (MIP levels). Descriptive and inferential statistics were used to analyse the data. Stepwise multiple regression analyses were carried out to determine whether the independent variables hold any predictive value regarding the dependent variable (job satisfaction). The results of the multiple regression revealed that gender had no effect in predicting participants' job satisfaction, indicating that effects for the other variables may operate similarly for males and females. It was found that participants' experience of autonomy, and the support they receive from colleagues are important in predicting their experiences of job satisfaction. However, the moderating effect of social support (from either colleagues or supervisor), was not supported in this research. This finding indicates that social support does not play a role in the translation of the experience of autonomy in job satisfaction. Further research into the moderating effects of social support between job autonomy and job satisfaction is warranted. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

The success of the future for South African organisations relies heavily on its leadership, rather than on its management. Transformational leadership is critical to modem business, especially within the South African context. Transformational leadership is essentially about instilling a sense of purpose. in those who are led, and encouraging commitment by empowering employees through growth and development. This enables employees the opportunity to adapt and grow within organizations. The leader promotes change by creating a motivational climate which enhances growth, development, commitment, goal achievement and enjoyment. In order to facilitate the requirements of such an environment the employee needs social support that would enable job autonomy and ultimately job satisfaction. The objective of this study was to investigate the moderating effect of social support between job autonomy and job satisfaction, and to see if job satisfaction of employees in a large banking group can be predicted by their experience of job autonomy and social support in the workplace. The study was conducted within one of South Africa's leading financial institutions. In order to achieve the study objectives, data was collected from a sample (n=178) which consisted of employees ranging from junior management (CIT levels) to middle management (MIP levels). Descriptive and inferential statistics were used to analyse the data. Stepwise multiple regression analyses were carried out to determine whether the independent variables hold any predictive value regarding the dependent variable (job satisfaction). The results of the multiple regression revealed that gender had no effect in predicting participants' job satisfaction, indicating that effects for the other variables may operate similarly for males and females. It was found that participants' experience of autonomy, and the support they receive from colleagues are important in predicting their experiences of job satisfaction. However, the moderating effect of social support (from either colleagues or supervisor), was not supported in this research. This finding indicates that social support does not play a role in the translation of the experience of autonomy in job satisfaction. Further research into the moderating effects of social support between job autonomy and job satisfaction is warranted. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

Magister Commercii (Industrial Psychology) - MCom(IPS) / Turnover intention among non-academic staff at business schools has become a cause for concern. This can be attributed to inadequate professional development of non-academic staff, as well as the lack of comprehension of the true scope of the role of non-academic staff within the academic institutions. The purpose of the current study was to answer the research-initiating question: “what is the influence of psychological capital and job autonomy on the turnover intention of support staff at a Business School in the Western Cape?

Organizational commitment has been a topic of extensive interest in the organizational behavior literature since the 1950's. It has been associated with workforce stability, decreased absenteeism, organizational citizenship behaviors, and decreased turnover. This study focuses on the relationships between organizational commitment and turnover; particularly amongst K-12 school principals. A principal of a school is much like the CEO of a company. Principals impact schools in many ways. They supervise staff, develop culture, implement and enforce rules, guide instruction and ensure that all students receive a quality education. The United States is facing a shortage of principals. Many principals are nearing retirement age. Others are simply choosing to leave the profession. In many cases there are shortages of applicants and/or qualified candidates for available positions. Many teachers hold administrative credentials but, for various reasons, choose not to pursue the principalship. School systems are facing difficulties filling principal positions. One potential solution is to endeavor to keep current principals on the job. Organizational commitment is highly correlated with intent to stay; promoting the suggestion that schools may retain principals for longer periods where organizational commitment is significantly higher. This study focuses on the impact of job autonomy, psychological empowerment, and distributive justice on organizational commitment. The study uses data from a web-based survey of 1,078 principals. The data were collected from K-12 principals in the Midwest United States. The sample includes elementary and secondary principals from public, private/parochial schools, and charter schools. Hypotheses regarding the impact of job autonomy, psychological empowerment, and distributive justice on organizational commitment were tested using multiple regression and path analysis. Increases in each of these variables were found to be significantly associated with increases in organizational commitment. In addition, some support was found for the moderating effects of distributive justice and demographic variables on the relationship between job autonomy and organizational commitment, and on the relationship between psychological empowerment and organizational commitment. Implications for those who supervise principals are discussed. For instance, principals may be provided latitude and discretion in terms of the scheduling and sequencing of supervisory work, and may employ consultative, mutual-means approaches in principal evaluation. School systems should, moreover, provide appropriate professional development in order to increase feelings of self-efficacy. Recommendations for future research are also suggested, including replicating the study in other regions and with other organizational types, as well as including other variables, such as perceived organizational support, resistance to change, conflict, and teamwork.

Emotions play a profound role in the workplace, especially in the human service profession. Service agents, for example educators, are expected to express socially desired emotions in a service interaction with learners. This direct face-to-face contact with learners requires a lot of emotions and in order to advance educational goals, teachers perform Emotion Work. Factors like the individual factor Emotional Intelligence and organisational factors like Job Autonomy, Supervisor- and Co-worker Support have a profound impact on how Emotion Work is experienced. Emotion Work has an influence on the experience of Well-Being. The objective of this research is to determine the relationship between Emotion Work, Emotional Intelligence, Organisational Factors and Well-Being within secondary schools in South Africa. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. A non-probability convenience sample was taken from 257 educators in high schools in the Gauteng Province. The Schutte Emotional Intelligence Scale (SEIS), The Utrecht Work Engagement Scale (UWES), Oldenburg Burnout Inventory (English version) (OBLI). Scale from the Frankfurt Emotion Work Scales (FEWS) and Organisational Factor Scale were used as measuring instruments. The statistical analysis was carried out with the SPSS-programme. The statistical methods utilised in the article consisted of descriptive statistics, Cronbach alpha coefficients, factor analysis (using a principle components analysis), Pearson product-moment correlation coefficients and multiple regression analyses were used to analyse the data. A factor analysis confirmed two factors for Burnout, consisting of Exhaustion and Mental Distance; Emotion Work also consists of two factors namely Positive Emotion Work and Negative Emotion Work, Emotional Intelligence (four factors) consisting of Mood Regulation/Optimism, Emotion Management/Social Skills, Emotion Appraisal and Emotion Detachment. The OF (Organisational Factors) and UWES both showed acceptable internal consistencies. The analysis of Pearson correlations in this study showed that Exhaustion is negatively correlated with Job Autonomy, Supervisory Support and Engagement, while positively correlated with Negative Emotion Work and Mental Distance. Mental Distance is negatively correlated with Job Autonomy, Supervisory Support and Engagement and positively correlated with Negative Emotion Work. Engagement is positively correlated to Mood Regulation/Optimism, Emotion Management/Social Skills, Co-worker Support and Supervisory Support. Emotion Management/Social Skills is positively correlated to Emotion Appraisal and lastly Supervisor Support is positively correlated to Co-worker Support. A regression analysis with Engagement as dependent variable indicated that Positive Emotion Work, Negative Emotion Work, Mood Regulation/Optimisrn and Supervisor Support in an educator environment were the best predictors of Engagement. With Exhaustion as the dependent variable, Negative Emotion Work, Job Autonomy and Supervisor Support were the best predictors of Exhaustion and with Mental Distance as the dependent variable, Negative Emotion Work, Job Autonomy and Supervisor Support were the best predictors of Mental Distance. Recommendations are made for the educators' profession and for future research purposes. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

Human being, as an individual, is a basic element of social organization and plays different roles within different organizations such as family, school, and working setting. During the process of role-taking, individuals are influenced by three factors: personality traits, organization, and interpersonal relationship within working environment. Given that, the purpose of this study is to understand the association of personal, organizational and environmental factors and ¡§perceptions of organizational politics¡¨(POPs). 29 organizations participated in this study and , from which, 1524 valid respondents were collected and analyzed through methods of ¡§factor analysis¡¨, ¡§validity & reliability test¡¨, ¡§correlation analysis¡¨ and ¡§hierarchical regression¡¨. After applying ¡§factor analysis¡¨ of the POPs, it was categorized by three dimensions analysis: ¡§(1) behaviors of superior and subordinate; (2) go along and get ahead; (3) difference between the policies of compensation and promotion and actual practices. The results of this study in summary are: 1.Personal factor has effects on POPs with respect to all its three dimensions. 2.Organizational factor has effects on POPs with respect to all its three dimensions. 3.Environmental factor has effects on POPs with respect to all its three dimensions.

Emotions play a profound role in the workplace, especially in the human service profession. Service agents, for example educators, are expected to express socially desired emotions in a service interaction with learners. This direct face-to-face contact with learners requires a lot of emotions and in order to advance educational goals, teachers perform Emotion Work. Factors like the individual factor Emotional Intelligence and organisational factors like Job Autonomy, Supervisor- and Co-worker Support have a profound impact on how Emotion Work is experienced. Emotion Work has an influence on the experience of Well-Being. The objective of this research is to determine the relationship between Emotion Work, Emotional Intelligence, Organisational Factors and Well-Being within secondary schools in South Africa. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. A non-probability convenience sample was taken from 257 educators in high schools in the Gauteng Province. The Schutte Emotional Intelligence Scale (SEIS), The Utrecht Work Engagement Scale (UWES), Oldenburg Burnout Inventory (English version) (OBLI). Scale from the Frankfurt Emotion Work Scales (FEWS) and Organisational Factor Scale were used as measuring instruments. The statistical analysis was carried out with the SPSS-programme. The statistical methods utilised in the article consisted of descriptive statistics, Cronbach alpha coefficients, factor analysis (using a principle components analysis), Pearson product-moment correlation coefficients and multiple regression analyses were used to analyse the data. A factor analysis confirmed two factors for Burnout, consisting of Exhaustion and Mental Distance; Emotion Work also consists of two factors namely Positive Emotion Work and Negative Emotion Work, Emotional Intelligence (four factors) consisting of Mood Regulation/Optimism, Emotion Management/Social Skills, Emotion Appraisal and Emotion Detachment. The OF (Organisational Factors) and UWES both showed acceptable internal consistencies. The analysis of Pearson correlations in this study showed that Exhaustion is negatively correlated with Job Autonomy, Supervisory Support and Engagement, while positively correlated with Negative Emotion Work and Mental Distance. Mental Distance is negatively correlated with Job Autonomy, Supervisory Support and Engagement and positively correlated with Negative Emotion Work. Engagement is positively correlated to Mood Regulation/Optimism, Emotion Management/Social Skills, Co-worker Support and Supervisory Support. Emotion Management/Social Skills is positively correlated to Emotion Appraisal and lastly Supervisor Support is positively correlated to Co-worker Support. A regression analysis with Engagement as dependent variable indicated that Positive Emotion Work, Negative Emotion Work, Mood Regulation/Optimisrn and Supervisor Support in an educator environment were the best predictors of Engagement. With Exhaustion as the dependent variable, Negative Emotion Work, Job Autonomy and Supervisor Support were the best predictors of Exhaustion and with Mental Distance as the dependent variable, Negative Emotion Work, Job Autonomy and Supervisor Support were the best predictors of Mental Distance. Recommendations are made for the educators' profession and for future research purposes. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007