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.

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

In a new world of work characterised by competitiveness, benchmarking, technological innovation and efficiency, the South African chemical industry needs to function at an optimal level to meet the demands of its stakeholders and employees. The industry needs leadership of the highest standard and an efficient, productive workforce. The objective of this study was to determine the relationship between leader empowering behaviour, self-efficacy, job resources and work-related flow for employees in the chemical industry. More specifically, it was examined whether personal and organisational resources facilitated flow at work, and whether employees who experienced flow mobilised more resources over time. The research method consisted of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. An availability sample (N= 213) from employees in the chemical industry was taken. A biographical questionnaire and a self-constructed instrument (JDRS) were used to measure the unique job demands and job resources in the chemical industry. Along with the JDRS, the WOrk-reLated Flow Scale (WOLF), the Leader Empowering Behaviour Questionnaire (LEBQ) and General Perceived Self-efficacy Questionnaire (GPSQ) were used as measuring instruments. The statistical analysis was conducted with the help of the SPSS program. The results of the research indicate that the availability of leader empowering behaviour (i.e. delegation of authority, self-directed decision making, information sharing, and coaching for innovative performance), self-efficacy and job resources (i.e. supervision, availability of resources and autonomy) can result in higher levels of work-related flow in the workplace. Recommendations were made for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.