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

The South African work situation is continuously changing due to globalisation, and most organisations embark on strategies that are geared to ensure survival. The political economical, social and demographical situation of the country encourages the changing work environment to be aligned with the international community. Strategies and tactics such as structuring down sizing, re-organisation, and technological changes are deployed by most organisations with the hope of profit making, survival and to remain competitive in this changing world of work. While organisations embark on these strategies, employees are facing massive job loss, which results in employees experiencing feelings of job insecurity. Employees, who feel psychologically empowered through leadership empowering behaviour, endue a sense of job security and thus contribute towards a healthy work organisation. Employees from four business units in a steel-manufacturing organisation were targeted. The study population included employees the managerial and non-managerial categories. A cross-sectional survey design was used to obtain the research objectives. Three standardised questionnaires were used in the empirical study, namely Leader Empowering Behaviour Questionnaire, Job Insecurity Inventory and the Measuring Empowerment Questionnaire. The results indicated average mean scores on the scales of leader empowering behaviour, job insecurity and psychological empowerment when compared to previous studies. Strong negative correlations were found between leader empowering behaviour and job insecurity and between job insecurity and psychological empowerment. Strong positive correlation was found between leader empowering behaviour and psychological empowerment. Regression analyses showed that leader empowering behaviour predicts job insecurity and psychological empowerment. It was also found that job insecurity predicted psychological empowerment. This research indicates that leadership has a positive impact on employees' feelings of security and empowerment. Based on the results recommendations were made and can be implemented by this organisation. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2007.

The South African work situation is continuously changing due to globalisation, and most organisations embark on strategies that are geared to ensure survival. The political economical, social and demographical situation of the country encourages the changing work environment to be aligned with the international community. Strategies and tactics such as structuring down sizing, re-organisation, and technological changes are deployed by most organisations with the hope of profit making, survival and to remain competitive in this changing world of work. While organisations embark on these strategies, employees are facing massive job loss, which results in employees experiencing feelings of job insecurity. Employees, who feel psychologically empowered through leadership empowering behaviour, endue a sense of job security and thus contribute towards a healthy work organisation. Employees from four business units in a steel-manufacturing organisation were targeted. The study population included employees the managerial and non-managerial categories. A cross-sectional survey design was used to obtain the research objectives. Three standardised questionnaires were used in the empirical study, namely Leader Empowering Behaviour Questionnaire, Job Insecurity Inventory and the Measuring Empowerment Questionnaire. The results indicated average mean scores on the scales of leader empowering behaviour, job insecurity and psychological empowerment when compared to previous studies. Strong negative correlations were found between leader empowering behaviour and job insecurity and between job insecurity and psychological empowerment. Strong positive correlation was found between leader empowering behaviour and psychological empowerment. Regression analyses showed that leader empowering behaviour predicts job insecurity and psychological empowerment. It was also found that job insecurity predicted psychological empowerment. This research indicates that leadership has a positive impact on employees' feelings of security and empowerment. Based on the results recommendations were made and can be implemented by this organisation. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2007.

Understanding the factors that influence Job Satisfaction of managers is vital because satisfied managers will improve overall effectiveness of an organisation. State Owned Enterprises (SOEs) play a crucial role within economies, however a lack of attention has been focussed on understanding the concept of job satisfaction within this context. The main objective of this research was to identify the factors which are most important to influencing job satisfaction of managers at SOEs and to verify whether these factors are influenced by demographics. A survey was developed and utilised to gather data regarding the importance of several factors to a manager’s job satisfaction. The data that was gathered was statistically analysed in order to support or reject the research propositions. The findings of the research indicated that three factors predominantly influenced the job satisfaction of managers at SOEs; namely, Inspirational Leadership and Purposeful Work, Equitable Rewards and a Facilitative Work Environment and Effective Working Relationships and Work Life Balance. The results also provided support for the research propositions concluding that the factors influencing job satisfaction are certainly affected by demographics. A Three Factor Framework and Organisational Effectiveness Framework were developed to graphically represent the findings of the study. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

South Africans are engaged in daily battles with work-related and non-work related issues. Although an organisation is not capable of addressing or changing all the issues experienced by the South African population, it can intervene in order to improve the quality of its employees’ working lives. A suggested starting point is person-environment fit (PE fit), due to its effect on job satisfaction and intentions to leave. Consequently, when an individual experiences low PE fit, it will contribute to job dissatisfaction, and intentions to leave as international research has shown. To possibly decrease the impact of these relationships, it is important for leader empowering behaviour to be evident throughout the organisation. The objectives of this study were to determine possible relationships, indirect effects, and moderating effects between PE fit, job satisfaction, intentions to leave, and leader empowering behaviour. A convenience sample of employees working under the guidance of a leader/manager/supervisor was taken from a retail company in Gauteng. Participation in the study was voluntary. A measuring battery measuring PE fit (i.e. person-organisation fit, needs-supplies fit, and demands-abilities fit), job satisfaction, intentions to leave, and leader empowering behaviour (i.e. delegation of authority, accountability, self-directed decision making, information sharing, skills development, and coaching for innovative performance) was used. Descriptive and inferential statistics, Raykov’s rho coefficients, Pearson product-moment correlations, measurement models, structural models, and goodness-of-fit statistics were used to analyse the data. The results indicate that PE fit has a positive relationship with job satisfaction. Job satisfaction has a negative relationship with intentions to leave. PE fit has an indirect effect on intentions to leave via job satisfaction. Leader empowering behaviour moderates the relationship between job satisfaction and intentions to leave. Various recommendations were made for the selected retail company as well as for future research. The retail company and employees should comprehend the impact of PE fit on outcomes such as job satisfaction and intentions to leave, as both parties are equally affected by its implications. Therefore, both pro-active and re-active measures should be institutionalised to address PE fit. Additionally, the retail company should understand the importance of leader empowering behaviour and the impact it can have on their business unit and the organisation as a whole. Recommendations for future research include longitudinal research designs, as well as the expansion of research beyond the selected company in the retail industry. / MCom (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

South Africans are engaged in daily battles with work-related and non-work related issues. Although an organisation is not capable of addressing or changing all the issues experienced by the South African population, it can intervene in order to improve the quality of its employees’ working lives. A suggested starting point is person-environment fit (PE fit), due to its effect on job satisfaction and intentions to leave. Consequently, when an individual experiences low PE fit, it will contribute to job dissatisfaction, and intentions to leave as international research has shown. To possibly decrease the impact of these relationships, it is important for leader empowering behaviour to be evident throughout the organisation. The objectives of this study were to determine possible relationships, indirect effects, and moderating effects between PE fit, job satisfaction, intentions to leave, and leader empowering behaviour. A convenience sample of employees working under the guidance of a leader/manager/supervisor was taken from a retail company in Gauteng. Participation in the study was voluntary. A measuring battery measuring PE fit (i.e. person-organisation fit, needs-supplies fit, and demands-abilities fit), job satisfaction, intentions to leave, and leader empowering behaviour (i.e. delegation of authority, accountability, self-directed decision making, information sharing, skills development, and coaching for innovative performance) was used. Descriptive and inferential statistics, Raykov’s rho coefficients, Pearson product-moment correlations, measurement models, structural models, and goodness-of-fit statistics were used to analyse the data. The results indicate that PE fit has a positive relationship with job satisfaction. Job satisfaction has a negative relationship with intentions to leave. PE fit has an indirect effect on intentions to leave via job satisfaction. Leader empowering behaviour moderates the relationship between job satisfaction and intentions to leave. Various recommendations were made for the selected retail company as well as for future research. The retail company and employees should comprehend the impact of PE fit on outcomes such as job satisfaction and intentions to leave, as both parties are equally affected by its implications. Therefore, both pro-active and re-active measures should be institutionalised to address PE fit. Additionally, the retail company should understand the importance of leader empowering behaviour and the impact it can have on their business unit and the organisation as a whole. Recommendations for future research include longitudinal research designs, as well as the expansion of research beyond the selected company in the retail industry. / MCom (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

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

Contents: Leader empowering behaviour -- Organisational commitment -- Turnover intention -- Work performance -- Productivity / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

The mining industry has been under enormous pressure in the past few years. particularly with issues around production and costs. As far as human capital is concerned. the gold industry has seen a high degree of shrinkage in personnel. In order to be able to cope with the continuous challenges faced by the mining industry, mining organisations need leaders of the highest standards. Due to the challenge of increasing productivity levels, empowerment is required within the gold mining industry. The correct application of empowerment may increase efficiency and effectiveness inside an organisation. Having employees with the appropriate levels of organisational commitment facilitates the change management process and ensures its successful implementation. Organisations value commitment among their employees because it is typically assumed to reduce withdrawal behaviours, such as lateness, absenteeism and turnover. The objective of this study was to determine the relationship between leader empowering behaviour, organisational commitment and turnover intention within the mining industry. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. An availability sample (N = 388) was taken from mining employees. The Leader Empowering Behaviour Questionnaire (LEBQ), Affective Organisational Commitment Scale (AOC), Turnover Intention Scale (Tl) and a biographical questionnaire were administered. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. / Contents: Leader empowering behaviour -- Organisational commitment -- Turnover intention -- Work performance -- Productivity / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

The mining industry has been under enormous pressure in the past few years. particularly with issues around production and costs. As far as human capital is concerned. the gold industry has seen a high degree of shrinkage in personnel. In order to be able to cope with the continuous challenges faced by the mining industry, mining organisations need leaders of the highest standards. Due to the challenge of increasing productivity levels, empowerment is required within the gold mining industry. The correct application of empowerment may increase efficiency and effectiveness inside an organisation. Having employees with the appropriate levels of organisational commitment facilitates the change management process and ensures its successful implementation. Organisations value commitment among their employees because it is typically assumed to reduce withdrawal behaviours, such as lateness, absenteeism and turnover. The objective of this study was to determine the relationship between leader empowering behaviour, organisational commitment and turnover intention within the mining industry. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. An availability sample (N = 388) was taken from mining employees. The Leader Empowering Behaviour Questionnaire (LEBQ), Affective Organisational Commitment Scale (AOC), Turnover Intention Scale (Tl) and a biographical questionnaire were administered. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. / Contents: Leader empowering behaviour -- Organisational commitment -- Turnover intention -- Work performance -- Productivity / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007