Work-life balance is a dominant discourse in contemporary Western society. It has been built on a language of large organizations, hence has not been widely considered in relation to the small-medium enterprise sector. As a consequence, scant research has been conducted on the experiences of immigrant entrepreneurs and work-life balance within the small-medium enterprise sector in New Zealand, a country largely populated with migrants and small businesses which account for 96 per cent of the total enterprises. This study aims to fill this gap by firstly exploring the interpretations of the concept of work-life balance by Chinese immigrant entrepreneurs and, secondly, the main challenges they face in achieving work-life balance. This is done by drawing on literatures including those on work-life balance, small-medium enterprises, and immigrant entrepreneurship theories. Primary research was conducted using a critical interpretive approach where the researcher is an insider to the study. This philosophical and methodological approach makes it possible to give a minority group a voice to effect social change and gain further research attention. Fifteen Chinese business owners, chosen from a variety of industries within the Auckland region, participated in this study. A qualitative methodological technique and semi-structured interviews were used to collect the data for the case study on these entrepreneurs. The results indicate that the majority do not enjoy a sense of work-life balance because they take on filial obligations important for their own culture. They need to work hard to generate financial profit for the benefit of family. About half of them work more than 60 hours per week and three works longer than 70 hours weekly. The motivation for them to work in this way is to provide their family with desirable housing and to enable their children to meet higher education goals. This study challenges the applicability of the work-life balance discourse among the immigrant entrepreneurs who perceive the concept differently based on their cultural values. The results emphasise the need for business case studies from Chinese immigrant entrepreneurs and research attention on contemporary human resource topics to be given to minority groups.

<p>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 &ldquo / ... a pleasurable or positive emotional state resulting from the appraisal of one&rsquo / s job&rdquo / . 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 &amp / 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&rsquo / 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.</p>

<p>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 &ldquo / ... a pleasurable or positive emotional state resulting from the appraisal of one&rsquo / s job&rdquo / . 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 &amp / 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&rsquo / 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.</p>

The study was done to investigate the state of situational variables and how these variables affect work attitudes and subsequently intentions to quit in a manufacturing company in Gauteng Province. The study was carried out under normal business operating conditions without reinforcing any of the research variables within the period of the study. A stratified random sampling approach was used to carry out the study using a structured questionnaire developed from predictors used by other researchers. The questionnaire, based on a five-point Likert scale with situational variables such as learning and development, recognition, respect, appreciation, benefits and perks, salary, promotion, organisational support, perceived opportunity for rewards, fair leadership, organisational culture, working conditions, communication, trust and relationships and job security and work related attitudes such as organisational commitment, organisational citizenship, job satisfaction, job involvement, employee engagement and intentions to quit the organisation, was designed to capture the state of affairs within the organisation based on the employees’ percep tions of their experiences of these variables. Data was analysed using statistical analysis tools namely correlation and regression analysis. 200 questionnaires were issued and 111 were returned of which 103 were useable. The research data showed a moderate state of unhappiness with eight of the ten situational variables scoring below the midpoint signalling a need for the organisation to reinforce these variables. Work related attitudes were moderate and almost all scoring around the midpoint but intention to quit yielded a lower score. Correlations analysis showed statistically significant and strong positive relationships between situational work variables. Correlations also showed statistically significant medium to strong positive relationships between situational variables with work related attitudes. There was a statistically significant medium to strong negative relationship between intentions to quit and work related attitudes showing that as work attitudes improve intentions to quit decrease. The regression analyses showed that key situational work-related variables did predict work related attitudes and outcomes with perceived organisational support proving to be the most important predictor for all work related attitudes and outcomes; fair leadership were only a significant predictor for organisational citizenship behaviour and work engagement, while job security were only a significant predictor of job satisfaction, work engagement and intentions to quit. Organisational climate was also a significant predictor of organisational commitment, organisational citizenship and work engagement. Recommendations are provided for the organisation and for future research. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The study was done to investigate the state of situational variables and how these variables affect work attitudes and subsequently intentions to quit in a manufacturing company in Gauteng Province. The study was carried out under normal business operating conditions without reinforcing any of the research variables within the period of the study. A stratified random sampling approach was used to carry out the study using a structured questionnaire developed from predictors used by other researchers. The questionnaire, based on a five-point Likert scale with situational variables such as learning and development, recognition, respect, appreciation, benefits and perks, salary, promotion, organisational support, perceived opportunity for rewards, fair leadership, organisational culture, working conditions, communication, trust and relationships and job security and work related attitudes such as organisational commitment, organisational citizenship, job satisfaction, job involvement, employee engagement and intentions to quit the organisation, was designed to capture the state of affairs within the organisation based on the employees’ percep tions of their experiences of these variables. Data was analysed using statistical analysis tools namely correlation and regression analysis. 200 questionnaires were issued and 111 were returned of which 103 were useable. The research data showed a moderate state of unhappiness with eight of the ten situational variables scoring below the midpoint signalling a need for the organisation to reinforce these variables. Work related attitudes were moderate and almost all scoring around the midpoint but intention to quit yielded a lower score. Correlations analysis showed statistically significant and strong positive relationships between situational work variables. Correlations also showed statistically significant medium to strong positive relationships between situational variables with work related attitudes. There was a statistically significant medium to strong negative relationship between intentions to quit and work related attitudes showing that as work attitudes improve intentions to quit decrease. The regression analyses showed that key situational work-related variables did predict work related attitudes and outcomes with perceived organisational support proving to be the most important predictor for all work related attitudes and outcomes; fair leadership were only a significant predictor for organisational citizenship behaviour and work engagement, while job security were only a significant predictor of job satisfaction, work engagement and intentions to quit. Organisational climate was also a significant predictor of organisational commitment, organisational citizenship and work engagement. Recommendations are provided for the organisation and for future research. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

Work-life balance is a dominant discourse in contemporary Western society. It has been built on a language of large organizations, hence has not been widely considered in relation to the small-medium enterprise sector. As a consequence, scant research has been conducted on the experiences of immigrant entrepreneurs and work-life balance within the small-medium enterprise sector in New Zealand, a country largely populated with migrants and small businesses which account for 96 per cent of the total enterprises. This study aims to fill this gap by firstly exploring the interpretations of the concept of work-life balance by Chinese immigrant entrepreneurs and, secondly, the main challenges they face in achieving work-life balance. This is done by drawing on literatures including those on work-life balance, small-medium enterprises, and immigrant entrepreneurship theories. Primary research was conducted using a critical interpretive approach where the researcher is an insider to the study. This philosophical and methodological approach makes it possible to give a minority group a voice to effect social change and gain further research attention. Fifteen Chinese business owners, chosen from a variety of industries within the Auckland region, participated in this study. A qualitative methodological technique and semi-structured interviews were used to collect the data for the case study on these entrepreneurs. The results indicate that the majority do not enjoy a sense of work-life balance because they take on filial obligations important for their own culture. They need to work hard to generate financial profit for the benefit of family. About half of them work more than 60 hours per week and three works longer than 70 hours weekly. The motivation for them to work in this way is to provide their family with desirable housing and to enable their children to meet higher education goals. This study challenges the applicability of the work-life balance discourse among the immigrant entrepreneurs who perceive the concept differently based on their cultural values. The results emphasise the need for business case studies from Chinese immigrant entrepreneurs and research attention on contemporary human resource topics to be given to minority groups.

Magister Commercii (Industrial Psychology) - MCom (IPS) / Organisational citizenship behaviour (OCB) has been documented as an important work outcome that correlates positively with positive job performance. Engagement in OCBs is not a random event, and it depends on a myriad of factors that include the organisation's ability to put in place measures to develop employees' emotional intelligence. Change-oriented leadership plays a pivotal role in fostering emotional intelligence and the engagement in OCBs as the 21st century organisation strives to adapt to changes in the external environment. The primary goal of the study was to conduct an investigation of the relationships between change-oriented leadership, emotional intelligence and OCB. The secondary aim of the study was to validate a theoretical model explaining the structural relationships between these variables in a South African University. A convenience sample consisting of 206 support staff at a selected university in the Western Cape Province was drawn. Generally, high levels of reliability were found in the sub-scales of the latent variables. In addition, the unidimensionality of the sub-scales was tested using exploratory factor analyses (EFA). The overall measurement and structural models were ascertained using confirmatory factor analysis (CFA) and structural modelling, respectively, using the LISREL 8.80 software. The Reasonable model fit was found for the overall measurement model of the specific latent variables through confirmatory factor analyses (CFA). Structural equation modelling (SEM) also showed reasonable model fit for the structural model.

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) / 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).