This study aimed to investigate the relationship between psychological capital and the work-related attitudes of job satisfaction and organisational commitment recognising the hierarchical nature of the data. This relationship was examined in light of a supportive organisational climate as defined by supervisor support which played the role of a moderator in this relationship. Data was gathered using a number of structured questionnaires which were distributed to employees via an online link. The Psychological Capital Questionnaire (Luthans, Youssef & Avolio, 2007), Organisational Commitment Questionnaire (Mowday, Steers & Porter, 1982), Warr, Cook and Wall’s (1979) measure of job satisfaction and Eisenberger’s (1986) adapted measure of supervisor support were administered. A total of 14 departments participated in the study and 50 employees completed the questionnaires. A Hierarchical Linear Model analysis (HLM) was used to analyse the data along with Pearson product moment correlations and a two-way ANOVA. Results indicated that psychological capital was related moderately and positively to job satisfaction but was not related to organisational commitment. Supervisor support was related to both job satisfaction and organisational commitment. Finally supervisor support moderated the relationship between psychological capital and job satisfaction but no interaction was found for the relationship between psychological capital and organisational commitment as moderated by supervisor support. This paper concludes with a discussion of the results, implications of the findings, limitations and directions for future research.

M. Tech. (Business Administration, Faculty of Management Sciences), Vaal University of Technology / Organisations need employees who are willing to go beyond the requirements of the job to contribute to the organisation’s effectiveness. An evolving trend in the organisational behaviour literature indicates that job satisfaction (JS) and organisational commitment (OC) are attitudes that have a major impact on organisational outcomes such as productivity, job performance, turnover intentions and organisational citizenship behaviour (OCB). Although the relationship between the aforementioned constructs is considered important, there is a paucity of research about the relationship between these constructs in the context of the water utility company. The primary objective of this study was to investigate the impact of organisational commitment and job satisfaction on organisational citizenship behaviour at the water utility company in Gauteng. A quantitative research approach and a survey-based descriptive research method were used to achieve the primary objective. A structured questionnaire was issued to 400 randomly sampled respondents. Furthermore, means and factor analysis were performed to determine the level of job satisfaction, organisational commitment and organisational citizenship behaviour of employees and to establish the underlying factors of the constructs respectively. Additionally, a correlation analysis was conducted to establish the strength and direction of the relationship between the factors. Finally, a regression analysis was performed to confirm the predictive relationship between factors. The findings of this study showed a positive correlation between affective commitment, indebted obligation and moral imperative; JS and OCB; and no predictive relationship was observed between continuance commitment and OCB. Based on the findings, it was recommended that JS should be improved through mechanisms such as job-fit, job enrichment and career advancement. Furthermore, performance-related pay and mentorship programmes should be introduced to improve employees’ organisational commitment. Finally, recognition should be given to employees to encourage them to maintain their willingness to display citizenship behaviours.

The present study examined how certain characteristics of flexible work, the home environment, and the individual impact the outcomes of work-family conflict, job satisfaction, organisational commitment, and psychological strain. A questionnaire measuring perceptions of control, flexibility, job involvement, family involvement, work to family and family to work conflict, organisational commitment, job satisfaction, family support, physical boundaries, workplace isolation, psychological strain, personality, and demographic information was created and posted online. An email was circulated to 390 virtual sales employees from one large organisation in the United States inviting them to participate in the study, and 278 people responded. Results identified characteristics of the type of work, work enivronment, and the individual that are predictive of individual and organisational outcomes. Findings supported hypotheses that control, flexibility, and family support positively impact the outcomes of conflict, satisfaction, and strain for virtual workers. Job involvement was found as predicted to positively impact work to family conflict, and family involvement was positively related to family to work conflict. Contrary to predictions, a negative relationship was found between job involvement and strain, suggesting that those who identify more highly with their job also experience less strain. Consistent with earlier studies, workplace isolation was associated with reduced job satisfaction and organisational commitment (Marshall, Michaels, and Mulki, 2007). In line with boundary theory (Voydanoff, 2005), it was hypothesised that the presence of physical boundaries between work and non work domains would significantly impact measures of conflict and strain for virtual workers. However, results indicated no significant effects. A comparison of perceptions of work-family conflict between individuals with children at home and those without illustrated no significant differences between employees with children at home and those without. Speculated explanations for inconsistent findings are addressed in the discussion chapter. Work to family conflict was predicted to mediate the relationship between flexibility and job satisfaction for virtual workers, and analysis supported the presence of partial mediation. Family to work conflict was also predicted to mediate the flexibility and job satisfaction relationship, however, results were not significant in this case. Uses of workspace (i.e. for work, leisure, family activities, etc.) were tested as mediator for the relationship between family to work conflict and job satisfaction, and results did not support a mediation effect. In sum, findings of this study identify sources of both positive and negative outcomes for people working from home. Although individuals' experiences working virtually differ greatly, this study identifies common challenges and issues they face. By pinpointing the sources of conflict, satisfaction, commitment, and strain in the home office, organisations and individuals can take steps to protect workers against negative outcomes, and maximise positive outcomes. Implications and limitations of this study are discussed in the final chapter.

As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.

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

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2006.

Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2006.

Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2005.

Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2005.