Magister Commercii (Industrial Psychology) - MCom(IPS) / School principals and teachers play a vital role of imparting the important skills required for successful learning performance and further education and training (Mahembe & Engelbrecht, 2013). Teachers are responsible for the production of quality primary and secondary school graduates who will constitute the future human capital base for the country to be able to achieve its competitive advantage. The role of the principal as a servant leader is vital to an academic institution such a school. A principal that adopts a servant leadership approach enables teachers and the School Management Team (SMT) to function as a collective and potentially improve or create an environment conducive for governance, teaching and learning. Therefore, effective leadership is essential to develop good schools with teachers that trust their leader, are satisfied in their jobs, feel empowered and will go beyond the call of duty. A principal as a servant leader, including a departmental head, can shape the school working environment to provide greater opportunities for exhibiting positive behaviors and outcomes that are likely to promote job satisfaction and organisational citizenship behaviour (OCB). The purpose of the current research study is to answer the question, "What is the influence of servant leadership on trust, psychological empowerment, job satisfaction and OCB amongst teachers at selected schools in the Western Cape Province?" In order to answer the research question explaining the hypothesised relationships, the research study developed a theoretical model and tested an explanatory structural model to explain the manner in which servant leadership influences trust, psychological empowerment, job satisfaction and organisational citizenship behaviour. The study was conducted using teachers drawn from selected schools in the Western Cape Province of South Africa. The participants were asked to complete five self-reporting questionnaires comprising the Servant Leadership Questionnaire (SLQ), the Leadership Trust Scale (LTS), Measuring Empowerment Questionnaire (MEQ), Job Satisfaction Scale (JSS), and the Organisational Citizenship Behaviour Scale (OCBS). A total of 203 (n=203) questionnaires were returned out of a distributed total of 330 questionnaires. Item and dimensionality analyses were conducted on all of the dimensions using SPSS version 23. Subsequently, confirmatory factor analysis (CFA) was executed on the measurement models of the instruments used. The proposed conceptual model was evaluated using structural equation modelling (SEM) via the LISREL version 8.80 software. It was found that both the measurement and structural models fitted the data reasonably well. The results indicated a significant and positive relationship between servant leadership and trust; servant leadership and psychological empowerment; servant leadership and job satisfaction; psychological empowerment and trust; psychological empowerment and job satisfaction; and psychological empowerment and OCB. However, there is a non-significant relationship between servant leadership and OCB. Furthermore, the relationship between job satisfaction and OCB is negative and insignificant. This study will add significance to the body of knowledge by attempting to give insight as to whether servant leadership influences teachers towards engaging in extra role behaviours. The practical implications of the study and limitations are discussed as well as the direction for future research studies.

Magister Commercii - MCom / The term organisational citizenship behaviour (OCB) was first explored by Bateman and Organ (1983) to refer to particular behaviours that may benefit an organisation and gestures that cannot be enforced by means of formal role obligations nor be elicited by contractual guarantee of recompense. Organ (1988) proposes that OCB may have a positive impact on employees and organisational performance. Incumbents who are experiencing satisfaction from performing their jobs are likely to be better ambassadors for the organisation and be committed to their organization (Buitendach, 2005). Silverthorne (2005, p. 171) considers job satisfaction to be important for effective organisations and defines job satisfaction as "... a pleasurable or positive emotional state resulting from the appraisal of one's job". Previous research indicates that individuals are most likely to go beyond their formal job requirements when they are satisfied with their jobs or committed to their organisations, when they are given intrinsically satisfying tasks to complete, and/or when they have supportive or inspirational leaders. Research into Organisational Citizenship behaviour (OCB) has primarily focused on the effects of OCB on individual and organisational performance. Several empirical studies report that OCB produces various tangible benefits for employees, co-workers, supervisors and organisations in a variety of industries (Ackfeldt & Leonard, 2005). It essentially refers to prosocial organisational behaviour that goes beyond what is expected in role descriptions. Bolino, Turnley and Niehoff (2004) claim that three basic assumptions have characterised OCB research. Firstly, they argue that OCB research stemmed from non-self-serving motives such as organisational commitment and job satisfaction. Moreover, they maintain that OCB has led to a more effective functioning of organisations and finally that OCB benefited employees by making organisations more attractive to work in. Murphy, Athansou and King (2002) reported positive relationships between OCB and job satisfaction. Chiu and Chen (2005) investigated the relationship between job characteristics and OCB and recommend that managers enhance employees' intrinsic job satisfaction to promote the display of OCB. Most research studies have investigated OCB as an outcome variable with job satisfaction as one of its antecedents. Although the majority of researchers contend that OCB is an outcome of job satisfaction, some research indicates that the two variables can function as antecedents or consequences or there may well be a reciprocal relationship between the two variables. This study endeavours to elucidate the factors that are postulated to produce job satisfaction and organisational citizenship behaviour, based on a sample of 133 employees in a retail organisation in the Western Cape. The results indicate that there are significant relationships between biographical characteristics and job satisfaction, between the dimensions of OCB and job satisfaction and between the job satisfaction dimensions and OCB. / South Africa

Magister Commercii (Industrial Psychology) - MCom(IPS) / Achieving organisational effectiveness and sustainable growth is the ultimate goal of organisations in their quest to deliver the services required by society. The achievement of organisational effectiveness is not a random event; organisations rely on their employees' ability to go the extra mile by exhibiting some organisational citizenship behaviours. In order to elicit organisational citizenship behaviours, organisations need leaders who can cultivate some commitment in employees which can arguably lead to the enactment of organisational citizenship behaviours. The culture of an organisation is often determined by the beliefs, values and behaviour of the leader. A paternalistic leadership style is likely to create a culture in which caring for subordinates is crucial, moral integrity is greatly esteemed and authority is respected. When this type of culture is evident in the organisation certain desirable behavioural patterns will come forth from the employees. The purpose of the current research study is to answer the question, "Does paternalistic leadership have a significant influence on organisational commitment and organisational citizenship behaviour among employees working in selected organisations in the Western Cape?". In order to answer the research question explaining the hypothesised relationships, the manner in which paternalistic leadership affect organisational commitment and organisational citizenship behaviour was discussed culminating in a theoretical model which was developed and tested in the present study. The study was conducted using employees drawn from selected organisations in the Western Cape Province of South Africa. The participants were asked to complete three questionnaires comprising the Paternalistic Leadership questionnaire developed by Cheng, Chou and Farh (2000); an adapted version of the Organisational Commitment questionnaire by Allen and Meyer (1991) and the Organisational Citizenship Behaviour questionnaire Podsakoff, Mackenzie, Moorman and Fetter (1990). Out of 300 questionnaires that were distributed to the employees, 230 (n=230) completed questionnaires were returned. Item and dimensionality analyses were conducted on all of the dimensions using SPSS version 23. Subsequently, confirmatory factor analysis was executed on the measurement models of the instruments used. The proposed model was evaluated using structural equation modelling (SEM) via the LISREL version 8.80 software. It was found that both the measurement and structural models fitted the data reasonably well. The results indicated positive relationships between benevolent leadership and organisational commitment; authoritarian leadership and organisational commitment; moral leadership and OCB; and organisational commitment and OCB. There was, however, no significant relationship between moral leadership and organisational commitment; benevolent and OCB. Due to the fact that a few studies on paternalistic leadership exist in South Africa this study adds to the board of knowledge on paternalistic leadership and how it affects employee commitment and OCB. The practical implications of the study and limitations are discussed as well as the direction for future studies.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Research evidence suggests that strengthening the cultural roots of an organisation (Organisational Culture) can lead to the observance of increased behaviours that goes beyond the call of duty (Organisational Citizenship Behaviour) across all sectors within a given organisation. Organisational cultures that encourage innovation, sense of togetherness and positive competition, are ideal in encouraging employees to perform beyond normal expectations in organisations. Organisational culture is therefore a critical element that contributes to organisational success and effectiveness. The focus of this study is to determine the impact that the organisational culture of the South African Police Service, as an organisation, has on the Organisational Citizenship Behaviour of its members in the Western Cape. The empirical study involved the participation of 127 respondents from three of the largest police stations in the Western Cape. A survey was conducted using the Organisational Culture Assessment Instrument (OCAI) and the Organisational Citizenship Behaviour Scale (OCBS) to assess the hypothesised relationship between the variables. An analysis of the results suggests that all of the dimensions of Organisational Culture (Clan, Adhocracy, Hierarchy and Market) are positively related to all of the dimensions of Organisational Citizenship Behaviour (Altruism, Sportsmanship, Civic Virtue, Conscientiousness and courtesy).

Magister Commercii (Industrial Psychology) - MCom(IPS) / Education is one of the top three issues on the national agenda. Any means for improving the system is in the best interest of the nation, and "improved leadership and management are critical to the conditions of work that are required for effective teaching and learning to occur" (National Education Association, 1986, Foreword). Several recent studies have drawn attention to the relationship between job satisfaction and Organisational Citizenship Behaviour (OCB).

Magister Commercii (Industrial Psychology) - MCom(IPS) / This study was motivated by the great need to probe on the impact cross-cultural psychological capital has on cultural intelligence (CQ), affective commitment (AC) and organisational citizenship behaviour (OCB) among diverse employees at a retail organisation. Globalisation has led to the increase in movement of the labour force due to economic, political and market force expansion, thus, this mobility has led to diversity in the workplace. However, this workforce diversity highlights the importance of cross-cultural skills in the workplace. The major purpose of this study is to study the influence of cross-cultural psychological capital on cultural intelligence, affective commitment and organisational citizenship behaviour.

No / Purpose – The purpose of this paper is to identify the impact of organizational stressors on organizational citizenship behaviour (OCB) and how perceived organizational support (POS) will moderate in the relationship between stressors and citizenship behavior. Design/methodology/approach – The sample for this research involves operators from call center organizations located around the national capital of India. A questionnaire survey was carried out involving 402 operator level employees from five different organizations. Findings – The results highlight a significant negative relationship between organizational stressors and OCB, a significant positive relationship between POS and OCB, and confirmation that POS moderates in the relationship between organizational stressors and OCB. Research limitations/implications – This research has been carried out in an emerging economy and in a sector which is seen as an attractive area of work. However, as this study is limited to the BPO sector in India, these results may not be generalized to other areas such as the public and manufacturing sectors and in other national contexts. Future research in this area should also consider using different data collection approaches to maximize participation and enrich findings. Practical implications – The analysis suggests that change management initiatives in organizations may not be implemented as effectively as they can under high stressor conditions because employee extra‐role work behavior and commitment may not be at full capacity. Originality/value – There is limited research examining the relationship between organizational stressors and OCB in the presence of POS, especially within high demand environments such as the Indian BPO sector.

Globally competitive businesses have gone through a lot of change over the last few years, even decades. Organisations need to keep abreast with what is happening around them in order for them to reach their strategic targets. Over the past few years, many organisations realised that their most valuable assets are their employees and the knowledge that they possess. The main key to retaining employees is nested in a positive employment relationship. Current organisations, and more specifically mining organisations, are encountering great difficulty in maintaining a positive relationship with their employees; the numerous strikes bearing testimony to this. Some of these strikes lasted for long periods and one even ended in lives being lost. These days, many mining companies find themselves in escalating financial turmoil, due to human capital problems resulting in labour unrest and subsequent inoperativeness. Therefore, establishing and maintaining a positive employment relationship is of cardinal importance in recruiting and retaining quality employees who will give the organisation a competitive edge. One factor that contributes greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes is the psychological contract. Fulfilment of the psychological contract where employers offer employees opportunities for personal growth, career advancement, and a supportive work environment will lead to employees experiencing job satisfaction, organisational citizenship behaviour and propensity to remain with the organisation. Violation of the psychological contract, however, will lead to discontent, resulting in increased turnover propensity. The way in which employees perceive their own employability might also have an effect on their decision whether or not to stay with the organisation that has violated their psychological contracts. The aim of the study was to investigate the role of the psychological contract and employability in a mining organisation and to determine the outcomes thereof. A quantitative approach was used to gather data. The questionnaires were distributed to employees (N = 205) across all levels within a mining organisation. The measuring instruments used were the Psychological Contract Inventory, Violations of Psychological Contract Questionnaire, Employability Scale, Job Satisfaction Scale, Organisational Citizenship Behaviour Scale and Turnover Intention Scale. Results in Article 1 (Chapter 2) showed that job satisfaction displayed a strong, positive relationship with psychological contract fulfilment and with organisational citizenship behaviour. Job dissatisfaction impacted turnover intention negatively. Furthermore, psychological contract fulfilment had an indirect positive impact on low turnover intention and organisational citizenship behaviour via job satisfaction. Article 2 (Chapter 3) showed that external employability displayed a strong, positive relationship with internal employability; whereas psychological contract violation had a significant positive relationship with turnover intention. It was further found that external employability moderated the relationship between psychological contract violation and turnover intention. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

Globally competitive businesses have gone through a lot of change over the last few years, even decades. Organisations need to keep abreast with what is happening around them in order for them to reach their strategic targets. Over the past few years, many organisations realised that their most valuable assets are their employees and the knowledge that they possess. The main key to retaining employees is nested in a positive employment relationship. Current organisations, and more specifically mining organisations, are encountering great difficulty in maintaining a positive relationship with their employees; the numerous strikes bearing testimony to this. Some of these strikes lasted for long periods and one even ended in lives being lost. These days, many mining companies find themselves in escalating financial turmoil, due to human capital problems resulting in labour unrest and subsequent inoperativeness. Therefore, establishing and maintaining a positive employment relationship is of cardinal importance in recruiting and retaining quality employees who will give the organisation a competitive edge. One factor that contributes greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes is the psychological contract. Fulfilment of the psychological contract where employers offer employees opportunities for personal growth, career advancement, and a supportive work environment will lead to employees experiencing job satisfaction, organisational citizenship behaviour and propensity to remain with the organisation. Violation of the psychological contract, however, will lead to discontent, resulting in increased turnover propensity. The way in which employees perceive their own employability might also have an effect on their decision whether or not to stay with the organisation that has violated their psychological contracts. The aim of the study was to investigate the role of the psychological contract and employability in a mining organisation and to determine the outcomes thereof. A quantitative approach was used to gather data. The questionnaires were distributed to employees (N = 205) across all levels within a mining organisation. The measuring instruments used were the Psychological Contract Inventory, Violations of Psychological Contract Questionnaire, Employability Scale, Job Satisfaction Scale, Organisational Citizenship Behaviour Scale and Turnover Intention Scale. Results in Article 1 (Chapter 2) showed that job satisfaction displayed a strong, positive relationship with psychological contract fulfilment and with organisational citizenship behaviour. Job dissatisfaction impacted turnover intention negatively. Furthermore, psychological contract fulfilment had an indirect positive impact on low turnover intention and organisational citizenship behaviour via job satisfaction. Article 2 (Chapter 3) showed that external employability displayed a strong, positive relationship with internal employability; whereas psychological contract violation had a significant positive relationship with turnover intention. It was further found that external employability moderated the relationship between psychological contract violation and turnover intention. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

The purpose of this thesis was to provide an understanding of the underlying motives behind students’ voluntary work at a student nation. It was carried out as a qualitative case study, where the focus was placed on Östgöta nation workers. Östgöta nation represents one of the thirteen student nations found in Uppsala, Sweden. The theoretical review draws upon four concepts, namely, intrinsic motivation, extrinsic motivation, organisational identification, and organisational citizenship behaviour. Consequently, these four concepts were used to construct a theoretical model, which served as a framework to understand what factors affect worker motives. Empirical material was collected through the conduct of one focus group and five individual interviews, and was subsequently analysed using a thematic approach. Our findings suggest that the underlying reasons behind a student’s work motives are their inherent need to socialize, as well as to belong to a social group. In addition, workers tend to develop a high degree of relatedness between one another. This, in turn, leads them to exhibit behaviour, where they over-perform and help each other. The presence of such behaviour in the workplace, in conjunction with non-monetary rewards, provides us with an understanding of how students motivate their decision of working in a student nation. In conclusion, we advocate student nations to foster altruism and solidarity within their work environment, which would improve their capability of securing and maintaining a sufficient workforce.