M. Tech. (Business Administration, Faculty of Management Sciences), Vaal University of Technology / The purpose of this study is to determine the relationship between employees’ job satisfaction (JS), organisational commitment (OC) and intention to stay (ITS) at an international hotel in Lesotho. Employees’ productivity is largely related to their level of job satisfaction. Lumley, Coetzee, Tladinyane and Ferreira (2011:101) are of the view that since job satisfaction involves employees’ motions, it influences an organisation’s well-being with regard to job productivity, employee turnover, absenteeism and life satisfaction Therefore, it is important for an organisation to study the relationships between JS, OC and ITS. A survey questionnaire was devised to collect the information for job satisfaction, organisational commitment and intention to stay from each employee. Two hundred and twenty employees responded to the survey. This study used a quantitative research paradigm and a descriptive research method. Random sampling was deemed appropriate for this study, these choices are motived for in the main study. Participants were asked to complete three test instruments, namely, a Job Satisfaction Survey (JSS), an Organisational Commitment Questionnaire (OCQ) and an Intention to Stay Questionnaire (ITSQ). After analysing the data, the researcher found that there is a relatively strong correlation between job satisfaction, organisational commitment and intention to stay. Generally, higher levels of job satisfaction will lead to higher levels of organisational commitment which in turn will lead to employees staying at organisations. The results indicate that all three variables: JS‚ OC‚ and ITS have positive and significant inter-relationships. Findings and recommendations of this study are important to the management as they indicate the need to develop strategies to deal with the needs of those employees who exhibit low level of organisational commitment. The findings of this study provide valuable insights that can enable the management to create a satisfied and committed workforce

Affirmative action is a central concept in South African politics and the workplace. The Employment Equity Act divides society into a designated group (blacks, women and people with disabilities) and a non-designated group (white men and white women). In this study, the influence of affirmative action on alienation of the non-designated group was investigated. Guidelines were also developed for employers in order to lead the non-designated group from a state of alienation to that of commitment. Two research questions were investigated: • Does affirmative action lead to the alienation of the non-designated group? • What will guidelines for companies, with the view to address the alienation problem, look like? Three central themes appear in this study. Firstly the concept alienation was investigated. The theory of Seeman was heavily relied on. He succeeded in summarising the experience of alienation in five variants, namely powerlessness, meaninglessness, normlessness, isolation and self-alienation. Secondly, guidelines were developed in order to lead the non-designated group from a state of alienation to that of commitment. To succeed in doing this, the industrial sociology alienation theory and the industrial psychology motivation theory were linked together. The quadruplet sisters of the motivation theory, namely motivation, work satisfaction, work involvement and organisational commitment were applied as the basis for the guidelines. Thirdly, affirmative action was discussed in depth. The experience of the non-designated group regarding affirmative action was investigated, affirmative action as an international phenomenon was scrutinized, different methods for implementing affirmative action were researched and a study on statutory framework of affirmative action was also undertaken. / Thesis (Ph.D. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2007.

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

Affirmative action is a central concept in South African politics and the workplace. The Employment Equity Act divides society into a designated group (blacks, women and people with disabilities) and a non-designated group (white men and white women). In this study, the influence of affirmative action on alienation of the non-designated group was investigated. Guidelines were also developed for employers in order to lead the non-designated group from a state of alienation to that of commitment. Two research questions were investigated: • Does affirmative action lead to the alienation of the non-designated group? • What will guidelines for companies, with the view to address the alienation problem, look like? Three central themes appear in this study. Firstly the concept alienation was investigated. The theory of Seeman was heavily relied on. He succeeded in summarising the experience of alienation in five variants, namely powerlessness, meaninglessness, normlessness, isolation and self-alienation. Secondly, guidelines were developed in order to lead the non-designated group from a state of alienation to that of commitment. To succeed in doing this, the industrial sociology alienation theory and the industrial psychology motivation theory were linked together. The quadruplet sisters of the motivation theory, namely motivation, work satisfaction, work involvement and organisational commitment were applied as the basis for the guidelines. Thirdly, affirmative action was discussed in depth. The experience of the non-designated group regarding affirmative action was investigated, affirmative action as an international phenomenon was scrutinized, different methods for implementing affirmative action were researched and a study on statutory framework of affirmative action was also undertaken. / Thesis (Ph.D. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2007.

Despite the fact that Internal Marketing (IM) has emerged to capture the interest of academic researchers and management practitioners, there is a surprising absence of empirical study investigating how IM is experienced in the world of practice. This constitutes an impediment to bridging the gap in the holistic understanding of the IM concept. The big question that remains is how to articulate precisely those activities that can be taken to constitute the structure of IM and those that do not. This study aims to bridge this gap by exploring whether the experiences of managers who are implementing IM in their organisations could provide clarity as to the meaning and the constituents structure of IM. This study first undertakes scrutiny of the extant IM literature in an attempt to clarify the multiplicity of terms often associated with IM. The meaning and the constituents structure of IM was investigated via an in-depth qualitative study guided by the principles of phenomenology. This qualitative study is based around open-ended interviews with participants sampled from the UK private and public sector firms. Data was collected and analysed in line with Giorgi’s descriptive phenomenological research praxis. The phenomenological findings indicate nine overlapping elements, namely, internal communication, employee training, reward, empowerment, employee motivation, interdepartmental co-ordination, understanding the organisation, commitment, and top management support that emerged to constitute the experiential structure of IM. Drawing upon these elements, the study offers a conceptual framework of the IM structure. Systematic analytical steps were utilised to ensure the validity of findings.