Magister Commercii (Industrial Psychology) - MCom(IPS) / As local textile manufacturing come under pressure from global competition, the competitive advantage of organisations in this sector have become an important research topic. As a key input in the manufacturing process, human resources can either be a burdensome cost or a source of competitive advantage for organisations in the textile industry. The effectiveness of human resources depends to a large extend on the ability of organisations to keep them motivated and productive.

Yes / Within the workplace, justice is influenced by the interpersonal relationships between colleagues and/or management among other things. The main reason for this research is to examine the correlation between organisational justice and the ethical behaviour of employees. Based on the literature, the conceptual model developed in this paper integrates distributive, procedural, interpersonal and informational justice in relation to ethical behaviour. By applying an adapted survey questionnaire, data were collected from teaching staff at public sector higher education institutions. Multiple regression analysis was applied to 360 samples and this showed that distributive and procedural justice have a more positive and significant impact than informational and interpersonal justice on the ethical behaviour of employees. This is an empirical study which may contribute to the literature on ethical behaviour, organisational development and employee development.

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

While common in South Africa, workplace protest actions frequently lead to losses on both sides: productivity losses for organisations and loss of income for protesting employees. It is therefore important to investigate which factors may contribute to low-income workers' decision to protest for higher wages. Based on the theoretical integration of social exchange theory and fairness heuristic theory it was argued that fairer treatment (organisational justice) decreases workers' willingness to engage in protest actions through its positive influence on organisational trust. The researcher examined employees' perceptions of fairness shown by their employer, supervisor and co-workers. A descriptive, cross-sectional research design was employed to test this assumption. Data was collected from low-income employees working in South African factories and retail stores who completed a self-report survey (N = 147). The results of a regression analysis confirmed that employees' perceptions of organisational justice predicted their willingness to engage in protest actions for higher wages when gender and previous involvement in protest actions were kept constant. Perceptions of interpersonal justice as shown by the supervisor was the unique predictor of willingness to engage in protest action, indicating that the decision to protest is not primarily driven by monetary concerns (distributive justice) but rather by how low-income workers feel treated in the workplace. Mediation analysis results revealed that the relationship between organisational justice and willingness to engage in protest action is not through mutual trust. Taken together, this research demonstrated that there is a need for organisations to invest in fairness in the workplace. Most specifically, organisations could focus on training supervisors to treat employees with respect and dignity as it could contribute to employees' decision to refrain from protesting at work.

The aim of this study was to determine employees' perceptions of the fairness of employment equity practices. It was conducted in an organisation in the Health Services industry, using a Diversity Questionnaire. The sample size was 520 and 245 responses were received, constituting a 47% response rate. Employees' responses were measured along 10 dimensions of employment equity. The unit of analysis was the group according to gender, race, age and job level. Independent t-tests and analysis of variance techniques were used to determine any statistically significant differences in perceptions between groups. Statistically significant differences were found between race groups and job levels. Gender and age did not significantly affect employees' responses. The research concluded that compliance with organisational justice requirements is as important as compliance with legislative requirements. Ultimately, every organisation should adapt its employment equity strategy according to its specific demographic and environmental context. / Industrial and Organisational Psychology / M. Admin.

<p>In an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.</p>

<p>In an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.</p>

<p><b><font face="Times New Roman"> <p align="left">As organisations struggle to meet the demands placed on them by contextual challenges, they place more emphasis on relationships for effective organisational functioning. Trust is a critical component of workplace relationships and has been linked to numerous beneficial organisational outcomes. However, as trust is difficult for organisations to influence directly, Perceived Organisational Support may encompass a set of actions organisations can take that directly create workplace trust. The aim of this study was to elucidate the relationship between workplace trust and Perceived Organisational Support. Workplace trust was examined as a three-dimensional model, with the trust referent (Organisation, Immediate Manager, Co-Workers) forming each dimension. Perceived Organisational Support was examined as a two-dimensional model, based on performance-reward expectancies (&ldquo / Contribution&rdquo / ) or socio-emotional need fulfilment (&ldquo / Well-being&rdquo / ). A multi-method survey methodology yielded n = 212 participants in a South African organisation. The consolidated questionnaire sought biographical information from the sample as well as their responses to the Workplace Trust Survey and the Survey of Perceived Organisational Support. The reliability coefficients of the Workplace Trust Survey, Survey of Perceived Organisational Support and each of the dimensions were established as sufficient. Next, Confirmatory Factor Analysis confirmed that a three-dimensional factor structure for workplace trust and a two-dimensional factor structure for Perceived Organisational Support can&nbsp / and should be used in a South African sample. Correlation analysis indicated a significant, positive relationship between each dimension of workplace trust and both of the dimensions of Perceived Organisational Support. Regression analysis confirmed that Perceived Organisational Support contributes to a significant proportion of the variance in workplace trust. However, there was one exception: The Contribution dimension of Perceived Organisational Support did not contribute significantly to Trust in Co-workers. This research, based on a South African sample, confirms much of the previous international research into the relationship between Perceived Organisational Support and workplace trust. In addition, it makes two new contributions to the field. First, it found that Perceived Organisational Support can and should be considered a two-dimensional construct in a South African sample. This is in contrast with international studies that indicate a uni-dimensional construct for Perceived Organisational Support. Second, by using the two-dimensional Perceived Organisational Support construct, it found that only the Well-being, and not the Contribution, dimension of Perceived Organisational Support had a significant, positive impact on workplace trust.</p> </font></b></p>

<p><b><font face="Times New Roman"> <p align="left">As organisations struggle to meet the demands placed on them by contextual challenges, they place more emphasis on relationships for effective organisational functioning. Trust is a critical component of workplace relationships and has been linked to numerous beneficial organisational outcomes. However, as trust is difficult for organisations to influence directly, Perceived Organisational Support may encompass a set of actions organisations can take that directly create workplace trust. The aim of this study was to elucidate the relationship between workplace trust and Perceived Organisational Support. Workplace trust was examined as a three-dimensional model, with the trust referent (Organisation, Immediate Manager, Co-Workers) forming each dimension. Perceived Organisational Support was examined as a two-dimensional model, based on performance-reward expectancies (&ldquo / Contribution&rdquo / ) or socio-emotional need fulfilment (&ldquo / Well-being&rdquo / ). A multi-method survey methodology yielded n = 212 participants in a South African organisation. The consolidated questionnaire sought biographical information from the sample as well as their responses to the Workplace Trust Survey and the Survey of Perceived Organisational Support. The reliability coefficients of the Workplace Trust Survey, Survey of Perceived Organisational Support and each of the dimensions were established as sufficient. Next, Confirmatory Factor Analysis confirmed that a three-dimensional factor structure for workplace trust and a two-dimensional factor structure for Perceived Organisational Support can&nbsp / and should be used in a South African sample. Correlation analysis indicated a significant, positive relationship between each dimension of workplace trust and both of the dimensions of Perceived Organisational Support. Regression analysis confirmed that Perceived Organisational Support contributes to a significant proportion of the variance in workplace trust. However, there was one exception: The Contribution dimension of Perceived Organisational Support did not contribute significantly to Trust in Co-workers. This research, based on a South African sample, confirms much of the previous international research into the relationship between Perceived Organisational Support and workplace trust. In addition, it makes two new contributions to the field. First, it found that Perceived Organisational Support can and should be considered a two-dimensional construct in a South African sample. This is in contrast with international studies that indicate a uni-dimensional construct for Perceived Organisational Support. Second, by using the two-dimensional Perceived Organisational Support construct, it found that only the Well-being, and not the Contribution, dimension of Perceived Organisational Support had a significant, positive impact on workplace trust.</p> </font></b></p>