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Purpose – Employee turnover entails considerable costs and is a major problem for the construction industry. By creating an extensive framework, this study aims to examine whether perceived work-related factors affect turnover intention in South Korean construction companies. Research design – The paper is based on the results of a questionnaire of 136 employees that was conducted and provided by a Korean construction company. Research hypotheses were tested via correlation analyses. The most influencing work-related factors, as well as differences among job levels, were determined by multiple regression analyses. Findings – Communication, immediate leaders, organizational commitment, and organizational pride substantially affect turnover intentions. All of these factors can be considered as relational factors. The most influencing factors differ among job levels. Discussion/practical implications – Immediate leaders should be aware of their role in retaining employees and enhance communication, organizational commitment and pride. This study shows how the importance of certain variables differs for groups of employees. Theoretical implications/limitations– This study is based on a sample of employees from a Korean construction company. Therefore, the generalizability of the findings has to be tested. Future research should test the proposed framework with other factors or resources. Originality/value – This study shed light on the turnover subject in the South Korean construction industry. It shows that different factors can influence turnover intention among job levels. A framework was created, which is based on 16 work-related factors including organizational factors, HRM practices and job attitudes.

The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.

The success of any organisation depends on its ability to adapt to an ever-changing environment. In order to be able to adapt, an organisation needs visionary leadership, a management team that is passionate, professional and entrepreneurial, and employees that are engaged. With the right strategies, organisational practices and management the hidden value of an organisation can be unlocked. The traditional hierarchies in the organisation can be broken down in order to empower management teams to be more entrepreneurial. The right organisational climate should also be created to unleash potential. As part of the business planning process and the drive to reconnect with citizens, to respond to the need to do things differently, to build new relations and to improve service, the municipality should continuously evaluate the human resource management practices in place, to determine whether they are sufficient and effective to enable it to achieve its objectives. Knowledge of organisational climate variables also enables management towards the accomplishment of organisational goals. Local government is key to the realisation of a promise of a better life for all. It is therefore critical for its employees to always perform at their optimal, and adhere to all the principles of the Batho Pele when delivering service to the public. All the principles of this policy are intertwined and collectively guide all three spheres of government efforts in transforming and accelerating service delivery. Managers at all levels must support staff in service responsibility so that staff members feel valued, motivated, informed and challenged to put forth their best efforts on behalf of the people they serve. The objectives of this study were to determine the reliability and validity of the OCQ, the HRPQ, and the SSPPQ instruments, as well as to assess the relationship between human resource practices and organisational climate in the municipality. In Article 1 and Article 3 employees from the municipality were targeted, and in Article 2 citizens from the municipality were targeted separately. The study popUlation from the municipality included employees from managerial and non-managerial categories, and the study population from the citizens included the public which the municipality serve. A cross-sectional survey design was used to obtain the research objectives. Three standardised questionnaires were used in the empirical study, namely the Organisational Climate Questionnaire, the Standardof Service as Perceived by the Public Questionnaire and the Human Resource . Practices Questionnaire. Descriptive statistics, factor analyses, Cronbach alpha coefficients, correlations, MANOV AS and regression analyses were used to analyse the data. In Article 1 the results indicated a four-factor structure for the OCQ. Statistically and practically significant differences were found between organisational climate dimensions and some of the biographical characteristics, namely age, service years and job leveL Employees with more years of service experience higher levels of organisational climate, than emlpoyees with fewer years of service. A significant difference in communication was found between job levelland job level 3. Employees in higher positions do not communicate well with employees at lower levels. In terms of Article 2 the study extracted a two-factor structure, namely Consultation and Efficiency. The scales showed acceptable internal consistencies. Most of the Batho Pele principles received negative responses from the public. The results showed that customers who feel they are not sufficiently consulted on services also feel that the services they received were not effective. Knowledge of the service environment was perceived as poor, and consultation on services was perceived as a challenge. The public also perceived responsiveness as poor.In Article 3 the scales showed acceptable internal consistencies and also confIrnled a relationship between human resource management practices and organisational climate Responsiveness! cooperation and human resource development contributed most to people care. Supervision, human resource development, responsiveness/cooperation, employee support andrecognition contributed to structure. Openness, feedback and responsiveness/cooperation contributed most to efficiency. Recognition, responsiveness/cooperation, superviSIOn and openness contributed most to communication. Based on the results, recommendations were made for urgent actions to be implemented by the municipality, as well as for future research / Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2010.

The success of any organisation depends on its ability to adapt to an ever-changing environment. In order to be able to adapt, an organisation needs visionary leadership, a management team that is passionate, professional and entrepreneurial, and employees that are engaged. With the right strategies, organisational practices and management the hidden value of an organisation can be unlocked. The traditional hierarchies in the organisation can be broken down in order to empower management teams to be more entrepreneurial. The right organisational climate should also be created to unleash potential. As part of the business planning process and the drive to reconnect with citizens, to respond to the need to do things differently, to build new relations and to improve service, the municipality should continuously evaluate the human resource management practices in place, to determine whether they are sufficient and effective to enable it to achieve its objectives. Knowledge of organisational climate variables also enables management towards the accomplishment of organisational goals. Local government is key to the realisation of a promise of a better life for all. It is therefore critical for its employees to always perform at their optimal, and adhere to all the principles of the Batho Pele when delivering service to the public. All the principles of this policy are intertwined and collectively guide all three spheres of government efforts in transforming and accelerating service delivery. Managers at all levels must support staff in service responsibility so that staff members feel valued, motivated, informed and challenged to put forth their best efforts on behalf of the people they serve. The objectives of this study were to determine the reliability and validity of the OCQ, the HRPQ, and the SSPPQ instruments, as well as to assess the relationship between human resource practices and organisational climate in the municipality. In Article 1 and Article 3 employees from the municipality were targeted, and in Article 2 citizens from the municipality were targeted separately. The study popUlation from the municipality included employees from managerial and non-managerial categories, and the study population from the citizens included the public which the municipality serve. A cross-sectional survey design was used to obtain the research objectives. Three standardised questionnaires were used in the empirical study, namely the Organisational Climate Questionnaire, the Standardof Service as Perceived by the Public Questionnaire and the Human Resource . Practices Questionnaire. Descriptive statistics, factor analyses, Cronbach alpha coefficients, correlations, MANOV AS and regression analyses were used to analyse the data. In Article 1 the results indicated a four-factor structure for the OCQ. Statistically and practically significant differences were found between organisational climate dimensions and some of the biographical characteristics, namely age, service years and job leveL Employees with more years of service experience higher levels of organisational climate, than emlpoyees with fewer years of service. A significant difference in communication was found between job levelland job level 3. Employees in higher positions do not communicate well with employees at lower levels. In terms of Article 2 the study extracted a two-factor structure, namely Consultation and Efficiency. The scales showed acceptable internal consistencies. Most of the Batho Pele principles received negative responses from the public. The results showed that customers who feel they are not sufficiently consulted on services also feel that the services they received were not effective. Knowledge of the service environment was perceived as poor, and consultation on services was perceived as a challenge. The public also perceived responsiveness as poor.In Article 3 the scales showed acceptable internal consistencies and also confIrnled a relationship between human resource management practices and organisational climate Responsiveness! cooperation and human resource development contributed most to people care. Supervision, human resource development, responsiveness/cooperation, employee support andrecognition contributed to structure. Openness, feedback and responsiveness/cooperation contributed most to efficiency. Recognition, responsiveness/cooperation, superviSIOn and openness contributed most to communication. Based on the results, recommendations were made for urgent actions to be implemented by the municipality, as well as for future research / Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2010.

The world of work is changing at a whirlwind speed with mergers, acquisitions, new markets, products, growth as well as many similar business activities being at the order of the day, all aimed at improving income and profits. Fierce competition, and optimisation of resources by businesses, has led to corporations realising that economic and social sustainability cannot be achieved through technology alone and attention has to be given to human needs. Peoples' capacities we progressively being optimised as a strategic important business element and when this resource is neglected, it can have detrimental effects for businesses. This confirms a growing interest and call for wellness and well-being efforts by employers to find out just how happy people are, and what can be done to improve employees' satisfaction. Since employee satisfaction is recognised as important to the success in the workplace, efforts to improve and maintain high levels of job satisfaction will contribute to the overall success of a business. Limited research that can guide interventions in the chemical factory environment to improve general satisfaction in the workplace exists about the relationship between satisfaction in the workplace and subordinate structures influencing job satisfaction and the effect job satisfaction has on general satisfaction in the workplace. This study aimed at investigating satisfaction or wellness in the workplace by focussing on the different layers of satisfaction and how the satisfaction on a level is affected by the level of satisfaction on subordinate levels. To enhance the results of the study, the two primary questionnaires were also validated for use in the chemical factory environment, and sense of coherence and job satisfaction in the chemical factory were analysed at the same time. The research approach followed in this study focussed on a literature study, followed by an empirical analysis of data collected that was related to the specific area of study. A survey design was used to collect the data, using a questionnaire booklet that was distributed to a crosscut sample of employees working in the chemical factory environment. The sample represented all the demographic groups in the organisation ( N = 583). The questionnaires used were the Orientation to Life Questionnaire, Minnesota Satisfaction Questionnaire, the Health Questionnaire, Work Locus of Control Scale, and Satisfaction with Life Scale, Affectometer, and a biographical questionnaire. In Article 1 and Article 2, two questionnaires considered primary to the study were tested for use in the chemical factory environment. The Minnesota Satisfaction Questionnaire's structural equivalence for use in a multilingual population, and the construct validity of the Orientation to Life Questionnaire in an abbreviated 11-item format, were confirmed. The different levels of job satisfaction and sense of coherence for different demographic subgroups were also determined. Job satisfaction was found to differ significantly between the different language groups, certain age groups, as well as for different job levels. Moreover, while intrinsic job satisfaction increased with age and job level, extrinsic job satisfaction decreased with the level of education. Sense of coherence differed also significantly between some demographic groups, namely language, qualification and job level. In Article 3 the relationship between job satisfaction, sense of coherence, affect and locus of control were tested as an indication of the hierarchical structure of subjective well-being. The hierarchical structure of subjective well-being was confirmed, deducted from the correlation between different variables and the percentage of variance in successive levels of satisfaction explained by the level of satisfaction in subordinate levels. Recommendations were made to the host organisation and for future research. / Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

The research reported in this thesis examines some aspects of upward influence behaviours at work, and in particular, the relationship between type of influence behaviours used and a number of potential correlates, including sex of agent, sex of target, sex-role identity, locus of control, job level, job type (secretarial worker or not) and educational level of agent. To examine these relationships. 64 male and 173 female white-collar workers (at AS01 to AS06 levels, or equivalent) in three large organisations in Canberra (A.C.T.) were surveyed, with a questionnaire containing measures of influence behaviours, attitudes to influencing upwards at work, a measure of sex-role identity, and a measure of locus of control beliefs, as well as demographic information. The data gathered from this survey was analysed using univariate, bivariate. and multivariate methods. Results showed limited support for stereotypical differences between males and females in influence behaviours used, and no support for hypotheses involving sex of target, sex-role identity, or secretarial workers. Influence behaviours previously identified as having positive outcomes for the agent were found in this study to be significantly associated with job level and educational level; influence behaviours previously identified as having negative outcomes for the agent were significantly associated with the tendency to explain outcomes in terms of control by powerful others, and with a sex-role identity characterised by negative masculinity traits. These findings suggest the importance of both structural and personal factors in choice of upward influence strategies at work. Suggestions for further research are provided.

Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

This study investigated how Work-Family Conflict was related to Role Salience and Job level (investigated in terms of the amount of job demand and job control associated with different job levels) among women from a Collectivistic culture. A sample of 65 teachers was used. Although the results of the study showed no correlations between Work-Family Conflict and both role salience and job level, this was attributed to the high data skewness, thereby reducing the chances of detecting correlations. The high positive data skewness was possibly caused by the floor effect, which was the situation that the sample consisted of only female teachers from a Collectivistic culture. The high negative data skewness was possibly caused by the ceiling effect, which is the situation that the women in this sample have a Collectivistic cultural orientation, and are therefore highly likely to consider their home role as more salient. Moreover, correlations between Work Family Conflict and Job demand have been found to be higher in Individualistic cultures compared to Collectivistic cultures. There also seems to be no differences in job control among teachers occupying different job levels, and hence, no correlations were detected. Further analyses depicted that the teachers within this sample considered their home role as more salient. Moreover, despite their commitment to both their home role and occupational role, the data indicated that the sample experienced low levels of Work Family conflict.

This study investigated how Work-Family Conflict was related to Role Salience and Job level (investigated in terms of the amount of job demand and job control associated with different job levels) among women from a Collectivistic culture. A sample of 65 teachers was used. Although the results of the study showed no correlations between Work-Family Conflict and both role salience and job level, this was attributed to the high data skewness, thereby reducing the chances of detecting correlations. The high positive data skewness was possibly caused by the floor effect, which was the situation that the sample consisted of only female teachers from a Collectivistic culture. The high negative data skewness was possibly caused by the ceiling effect, which is the situation that the women in this sample have a Collectivistic cultural orientation, and are therefore highly likely to consider their home role as more salient. Moreover, correlations between Work Family Conflict and Job demand have been found to be higher in Individualistic cultures compared to Collectivistic cultures. There also seems to be no differences in job control among teachers occupying different job levels, and hence, no correlations were detected. Further analyses depicted that the teachers within this sample considered their home role as more salient. Moreover, despite their commitment to both their home role and occupational role, the data indicated that the sample experienced low levels of Work Family conflict.