Leadership always plays an important role in the growth and performance of an organization. Changes in organizational structure, vision and leadership are inevitable in any institution. Leadership style is a special characteristic that distinguishes a leader from another and this powerful force is what pushes an employee or employees to complete a task that produces maximum results; especially in the banking sector. Survey questionnaires were used in this study as a main method for data collection. The data was analyzed by using the Structural Equation Modeling (SEM) Method using Lisrel software. This research has been conducted to determine the impact of using transformational, relation-oriented and transactional leadership styles and their direct effect on job Satisfaction. A total of one hundred questionnaires were distributed among SEB and Swede bank´s employees and seventy-one fully answered questionnaires were used for statistical analysis. In other words, seventy-one percent of the questionnaires were returned. The results clearly show that leadership style (Relation-oriented, Transactional, and Transformational) have a significantly positive effect on both the employer and employee’s satisfaction with the job. The results indicate that the Transformational approach ads the most contribution toward job satisfaction compared to the Transactional and Relation-oriented styles of leadership.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Research suggests that a positive relationship exists between job satisfaction and organizational commitment and increasing the job satisfaction and commitment of employees impacts positively on their job performance and productivity. In addition to this, research also shows that these attitudes have implications for positive job related behaviours such as reduced turnover and intention to quit. The argument is that with the call centre industries ‘expansion and subsequent rising turnover, the necessity to ensure a high level of satisfaction and commitment amongst call centre agents as to reduce intention to quit and eventual turnover has become of paramount importance. This study therefore investigated the relationship between job satisfaction, organisational commitment and turnover intentions among call centre agents in a call centre in the Western Cape. The sample group consisted of one hundred and seventy two (n=172) call centre agents in a call centre in the Western Cape. A biographical questionnaire, Minnesota Satisfaction Questionnaire (MSQ), Organisational Commitment Questionnaire (OCQ) and Intention to Quit Scale were administered to the respondents. Once the questionnaires were returned the raw data was captured into SPSS and statistically analysed. Pearson Product-Moment Correlation Coefficient was utilised to determine the relationships between job satisfaction, organisational commitment and turnover intentions amongst call centre agents. Furthermore multiple regression analyses was utilised to determine the variance between biographical variables (age, gender, tenure in a call centre and tenure in the organisation as a whole), job satisfaction and organisational commitment amongst call centre agents. The results indicate that there is a significant relationship between job satisfaction and organisational commitment amongst the sample of call centre agents. There was also a significant negative relationship between organisational commitment and intention to quit. In addition, there was a significant negative relationship between job satisfaction and intention to quit. Further findings of the current study point to a significant relationship in job satisfaction based on employees‘ age and tenure in the call centre. However, no significant relationship was found between all the biographical characteristics of gender, age, tenure in the call centre, tenure in the organisation as a whole and organisational commitment. Implications for the management of job satisfaction, organisational commitment and turnover intentions are provided based on the results which were obtained in the current study.

The Job Characteristics Model is widely accepted as a conceptual tool for addressing problems related to employees’ motivation, dissatisfaction and organisational performance. Therefore, this study attempts to apply Hackman and Oldham Job Characteristics Model (JCM) by among the five core dimensions of autonomy, skill variety, task identity, task significance and feedback and job satisfaction and employees’ turnover in the Libyan oil companies located in Benghazi city. Also, to explore the current situation of organisational determinants of job satisfaction in the Libyan oil companies and to investigate its correlation with employees’ job satisfaction. These factors (pay/rewards, supervision, promotion opportunity, relationship with co-workers and work conditions) are tested empirically in the companies studied. A total of 400 questionnaires were collected and 20 interviews were conducted in four oil companies. The main findings of the study confirm the positive correlations among the five core dimensions of the JCM and job satisfaction. Also, organisational factors were found to influence employees’ job satisfaction as the employees were satisfied with their pay/rewards, supervision, promotion opportunity, relationship with co-workers and working conditions. Moreover, employees have shown more concern for factors such as job security and change in the social status. Also, it was found that employees’ turnover increased in relation to security and social factors such as the absence of safety and security in the oil fields after the Libyan uprising, especially those oil fields located in the Eastern region. It was also found that the correlations among job satisfaction and employees’ turnover was negative and the correlation among the five core dimensions of the JCM model and employees’ turnover were negative too. The study makes a significant contribution to knowledge in theory and practice. Among such contributions are identification of gaps in the literature on job satisfaction and the core dimension of job characteristics model. Also, the study contributes to the redesign of jobs and working relationships in the Libyan oil companies.

Thesis submitted in fulfilment of the requirements for the MTech: Human Resources Management Degree in the faculty of BUSINESS at the CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2008 / Mentoring is an informal and flexible approach to leadership, supevision and professional development. It involves the mentor and protégé setting goals that are focused on the protégé’s professional and personal development needs. Mentoring relationships can occur between a mentor and a protégé or a small group of protégés or it may involve peers who act as mentors for each other (Skinner, Roche, O'Connor, Pollard & Todd, 2005:2). Mentoring programs are increasing rapidly in response to needs for new and innovative ways to develop people, allow them to grow in their jobs and the need for change. However, typical problem areas include expectations and objectives which may be misunderstood, and these are areas that are necessary to determine whether the mentoring program was effective or not. Due to the vague understanding of mentoring programs and their effectiveness, techniques and methods were reviewed and discussed to figure these out. Mentors and proteges who were already on programs and those who had begun new programs were randomly selected to participate in this evaluation; the reason why these two groups were chosen is that there is a need to determine how the groups went about making their programs a success or not, since these groups were already on the program or starting out, and interest in a mentoring program was already existent. An attempt to motivate new groups would defeat the aim, since it could sabotage the aim of the research and end-results in several ways, for example, groups would require guidance to begin their programs. The groups were monitored over a five month period, and evaluated at the end of every four weeks in order to make sure that no information would be omitted at the end of the five months. Furthermore, information from literature on mentoring was used in order to compare respondents' information that was gathered over the monitoring period. Participant groups were randomly chosen from the Karas region and from different industries and fields in order to obtain a good reading from different work environments; the work areas were chosen from seven companies. Each month had an area of interest, which was examined throughout the five months. Once questionnaires were completed and returned, data was examined to determine positive and negative impacts that mentoring relationships and approaches (within in the relationships), had on both parties and their styles of participation. Participants were assessed six months after the fifth evaluation to determine the long term effect that mentoring had on participants, the mentor and protege. A reason for this was that some participants might have grasped the knowledge and skills for a only a short period of time and then forget or ignore it, while others may have taken time to understand and implement the new knowledge, which would have given them time to absorb the information, knowledge and skills that were acquired. The mentor, protege, as well as the organization, should be clear on what they expect and want from mentoring, and should communicate thoroughly, while the program should be tailored to the needs of participants and the culture. The mentor should be trained, if necessary and evaluation and reviews methods should be established in order to ensure smooth running and, eventually, the effectiveness of the program. Both employees and the organizations can benefit; employees can benefit through career development initiatives and find a sense of belonging and empowerment, while organizations can benefit as this helps the firm to communicate its values and behaviours, provide opportunities to expand networks and boost training efforts, as well as facilitate knowledge.

Class of 2012 Abstract / Specific Aims: The purpose of this study was to assess the overall satisfaction of Tucson area pharmacists in the community retail setting and to identify the facets of community practice that have the greatest contribution to job satisfaction and dissatisfaction. Methods: Surveys were sent by facsimile to all community retail pharmacies in the Tucson area. All pharmacists working in these stores were encouraged to respond to the survey by faxing back the paper copy or by responding to the online version of the survey at surveymonkey.com. Respondents were asked to rate their job satisfaction and demographic data were also collected. Main Results: Questionnaires were completed and returned by 32 pharmacists, an estimated response rate of 10%. After reviewing the returned surveys, four questions were chosen from the satisfaction portion to determine their relationship to the job satisfaction ratings. Those four variables were “recognition one receives for good work”, “opportunity to use abilities”, “hours of work”, and “patient contact”. Those four satisfaction variables were then analyzed using the demographic grouping variables “other experience”, “store type” and “degree earned”. Following analysis, only hours of work was found to play a significant role with pharmacy job satisfaction when grouped by other experience. Conclusions: The area of community pharmacy practice that affects job satisfaction the most is hours of work, which is especially true when pharmacists have work experience outside of community practice.

Master of Public Health - MPH / Nigeria is experiencing shortages of health care workers within its national health services, especially with respect to doctors, nurses and pharmacists. These shortages are traceable to, among other factors, low job satisfaction, which leads to health care workers exiting the national health services, as well as reduced entry of health care workers into the health care system. Understanding the nature of job satisfaction and its causes is critical to informing strategies to halt attrition of the health workforce. The current study surveyed job satisfaction among 180 health care workers, employed in 20randomly selected primary health care centres in the Bwari Area Council of Abuja in the Federal Capital Territory, Nigeria. An observational, descriptive cross-sectional survey was conducted using the abbreviated form of the Minnesota Satisfaction Questionnaire. Descriptive and inferential statistics were calculated using Epi Info v3.1 statistical software. The results from the study revealed that more than half of the respondents (53.2%), were dissatisfied to varying degrees with their current employment. Out of the respondents that said they were dissatisfied, 33.3% stated that they were likely to leave their current employment. The most salient causes for job dissatisfaction were: (1) Institutional factors such as management support (69%); (2) Implementation of policies and procedures (66%); (3) Employee benefits including salaries and wages (33%) and other benefits (56%). It is pertinent to note that issues related to poor implementation of policies and procedures in the work place, and poor conditions of employment need to be addressed urgently to prevent the imminent loss of a third of the workforce to either private health institutions in the country or international migration.

Factors affecting job satisfaction among regulated nurses and allied health workers in long-term care (LTC) facilities remain poorly understood. A secondary analysis using data from the Translating Research in Elder Care program was done to model determinants of job satisfaction. Demographic, individual-level, and context-level variables were assessed. Separate GEE models were constructed for regulated workers (n = 756) and allied health workers (n = 334). Emotional exhaustion and cynicism predicted lower job satisfaction in regulated nurses and allied health workers, respectively. Psychological empowerment and adequate orientation predicted higher job satisfaction in both groups. Work engagement, culture, and organizational slack-space predicted higher job satisfaction in regulated nurses. Social capital, organizational slack-time, and formal interactions predicted higher job satisfaction in allied health workers. These findings provide empirical support for individual-level and context-level variables and identify the importance of adequate orientation in job satisfaction in this population.

M. Comm. / This research focused on the measurement of job satisfaction in two related faculties in a higher education institution comprising 300 academic staff. The research was quantitative and non-experimental. The Job Descriptive Index was used as the basis to determine the most significant factors that contribute to job satisfaction. Five factors were identified, namely the actual job, supervision, relations with co-workers, remuneration and promotion. Sub-factors relating to these factors were identified through an in-depth literature study. A questionnaire was compiled on the basis of essence of each of these sub-factors. A statistical analysis was done using forced ranking, factor analysis, reliability analysis (Cronbach alpha), Friedman tests, spiderweb plots and correspondence analysis. From the results it is apparent that academics consider their work to be interesting, rewarding and challenging. Academics feel respected in their work context. Academics are satisfied with their supervision, which includes adequate planning and communication and the acknowledgement of excellent work. Academics are satisfied with their relations with co-workers. This includes a pleasant work environment, responsible co-workers and team work. Academics do not agree about remuneration. Most of the academics feel underpaid and regard promotion as a sensitive issue. Deviations in the results include routine work, fairness in remuneration, promotions based on equity policies and infrequent promotions. On the basis of the results of the study, it was recommended that the workload of academics should be examined, fairness in remuneration should be apparent, sound communication between the institution and its employees and the benefit of equity policies in promotions should be highlighted.

M.Phil. (Labour Law and Employment Relations) / The purpose of this study is to determine the work motivation pattern of African workers and the factors that motivate them In the workplace. The research was carried out within the framework of the Herzberg Motivation-Hygiene Theory. The research was conducted within the coal mining industry. The data was collected by means ofa TIMS Attitude Survey questionnaire and review of secondary data relevant to the research. The research results indicated that a sample of African mine workers was largely motivated by the wages, Company Policy and Administration, achievement, recognition for achievement but was demotivated by Company Policy and Administration, wages, job security and other factors. The true motivators for African workers, which predominated, were achievement, recognition of achievement and possibility for growth.The research results largely corresponded with the findings of Professor Backer in Herzberg Motivation studies conducted during the seventies. 63% of satisfaction was caused by hygiene factors and 37% by true motivation, while all the dissatisfaction was caused by hygiene factors.

Prof. W.M. Conradie